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8/13/2019 Using BSC for Universities
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8/13/2019 Using BSC for Universities
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USC Rossier School of Education
hierarchy of relations in Vladivostok University
Content
basics 4 principles
BSC concept
differences & obstacles why use BSC for universities?
BSC for non-profit organizations
Examples of BSC map for University
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BSC is like the dials in an airplane cockpit: itgives managers complex information at a
glance.
R. S. Kaplan and D. P. Norton
Basic BSC premise is:
FINANCIAL
RESULTS
ALONE
CAN NOT
CAPTURE
VALUE ADDING
ACTIVITIES!!!
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BSC basics
Idea of BSC evolved in 1990-th, when rising dependence on non-material
resources asked for new management instruments which used non-financial
indicators.
o Brand identification, competence, processes flow = intangibles
o BSC is a mechanism of giving every particular employee a view of
company strategic goals allowing to control implementation through Key
Performance Indicators (KPI)
o If measures are successful and truly adopted credibility for internal and
external shareholders rises ability to satisfy externally driven
demands for accountability(especially important for non-profit org.).
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BSC: 4 perspectives
Measures addressed to: Answer the question:
1 The FINANCIAL perspective How should we appear to ourshareholders?
2 The CUSTOMER perspective How should we appear to our
customers?3 INTERNAL business PROCESSES perspective What processes must we excel
at?
4 LEARNING and GROWTH perspective How can we sustain our abilityto change and improve?
NB:A critical factor for an effective BSC is the alignmentof the 4 perspectives
with the company `s visionand strategic objectives.
BSC shows how results are achieved. Because even best objective can be
achieved badly (one area improved at the expense of another) .
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BSC for non-profit organizations
Obstacles:
o Poor Oversight
o Strategy
o
Transparencyo Incentive cooperation
o Causal linkages
o Integrated themes
Nevertheless:Those public sector groups that have started
working on BSC report- the process of defining a strategy and
building BSC is far more valuable than particular measures used.
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Why apply the BSC to Education?
o Unlike goodold times,universities today face growing expectations and
mustprovide increased accountability for the outcomes they produce.
o Central administration: academic scorecard makes easier for University to
accomplish strategic goals though assigning metrics to every academic unit. Is
very important for decentralized (to the deans level without provost
involvement into budget decisions) institution to see that unit is increasing or
declining.
o It offers a format within which to establishcommon measures across
academic units, that have shared characteristics (ex.: cluster of schools within
University of Southern California)
o Simplicity of system enables to explain budget decisionsby showing
relationship to academic scorecard indicator.
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University Stakeholders
o Prospective students
o Current students
o Organizations and Individuals seeking for new knowledge
o Families
o Alumni
o Employers
o Colleagues at other Institutions
o Governing boards
o Local community
o Friends, Donors, Legislators, the General Public
o Faculty
o Staff
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Common University mission
Fundamental missionof research universities excellence in creation, sharing and application ofknowledge.
o distinguished facultieso high-level research facilitieso innovative teaching processo support technologieso
capable studentso competent staffo legislative and public supporto excellent communication and service-oriented cultureo sense of community
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Higher education dashboard indicators
Programes / Courses
Student outcomes
TEACHING AND LEARNING SCOLARSHIPS AND RESEARCH
Productivity
Impact
University / Professions / Alums
State / Pros Students / Families
Employers
SERVICE / OUTREACH
Faculty
Stuff
WORKPLACE / SATISFACTION Revenues
Expenditures
FINANCIAL
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Observations
o 5 dashboard indicators - not prescriptive:
Depending on mission and goals University needs different components of
the board.
o Individual units might have their own set of indicators:
administrative vs academic units.
o Traditional indicators can`t reflect comprehensive image of current status of a
university and the scope of areas for control (market position especially)
o
Can`t reflect key success factors and don`t offer strategic view ofdevelopment:
Ex.In most colleges little attention is paid at measuring students expectations andsatisfaction, thus attracting the brightest people is considered a critical success
factor.
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Ex.: USC
RossierSchool ofEducation
Map contains 4classical BSCperspectives
http://localhost/var/www/apps/conversion/tmp/scratch_2/4.skphttp://localhost/var/www/apps/conversion/tmp/scratch_2/OSU.skp8/13/2019 Using BSC for Universities
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Ex. OSU
http://localhost/var/www/apps/conversion/tmp/scratch_2/OSU.skphttp://localhost/var/www/apps/conversion/tmp/scratch_2/vladivostok.skp8/13/2019 Using BSC for Universities
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Ex.Vladivostok
http://localhost/var/www/apps/conversion/tmp/scratch_2/vladivostok.skp8/13/2019 Using BSC for Universities
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Summary
2 main differentiating features of BSC:
1. Simple format of strategic map describes with limitedset of indicators for
every perspective.
2. Focus on mutual relationshipof perspectives and indicators. Well articulated
map reflects strategic logics of causality between current activities and long-
term success.
The whole process of dialogue focuses, energizes and informs faculty and staff
thus broadening responsibility for leadership within the unit.
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Y O U R Q U E S T I O N S
Thank you for the attention!