The balanced scorecard a framework for accountability
This presentation is the property of its rightful owner.
Sponsored Links
1 / 25

The Balanced Scorecard: A Framework for Accountability PowerPoint PPT Presentation


  • 58 Views
  • Uploaded on
  • Presentation posted in: General

The Balanced Scorecard: A Framework for Accountability. Presenters: Maureen Pettitt, Skagit Valley College, WA Doug Whittaker, Washington State Board for Community and Technical Colleges.

Download Presentation

The Balanced Scorecard: A Framework for Accountability

An Image/Link below is provided (as is) to download presentation

Download Policy: Content on the Website is provided to you AS IS for your information and personal use and may not be sold / licensed / shared on other websites without getting consent from its author.While downloading, if for some reason you are not able to download a presentation, the publisher may have deleted the file from their server.


- - - - - - - - - - - - - - - - - - - - - - - - - - E N D - - - - - - - - - - - - - - - - - - - - - - - - - -

Presentation Transcript


The balanced scorecard a framework for accountability

The Balanced Scorecard: A Framework for Accountability

Presenters:

Maureen Pettitt, Skagit Valley College, WA

Doug Whittaker, Washington State Board for Community and Technical Colleges


The balanced scorecard a framework for accountability

  • “Colleges and universities are moving into a period when they will be expected to provide not only data on the attainment of defined outcomes…but also evidence that results have been attained at a reasonable cost. [They] will have to specify their aims, stand ready to justify activities, demonstrate their contribution to objectives, and defend the cost of the enterprise.”

Berdahl & O’Connell (1999). American Higher Education in the Twenty-First Century.


External accountability

External Accountability

  • Accountability performance indicators are developed for external audiences with limited areas of interest, resulting in measures that are “incomplete and one-dimensional views of performance.”

  • Desired improvements are unlikely to occur “until performance measures are linked to the drivers of institutional effectiveness in a meaningful way.”


State performance measures

State Performance Measures

http://www.acct.org/policy/Accountability_Report.htm


Internal assessment

Internal Assessment

  • To be useful internally, performance indicators must be tied to institutional values, goals, and objectives…

  • …and the objectives must be translated into specific research problems that can be studied...and around which strategies for improvement can be developed.


Balanced scorecard

Balanced Scorecard

  • After publishing several well-received articles in HBR, Harvard professors Robert Kaplan and David Norton released their book in 1996


Definition

Definition

  • The Balanced Scorecard is a multidimensional framework that provides an ‘enterprise’ view of the organization’s overall performance by integrating financial measures with other key performance indicators.


The balanced scorecard a framework for accountability

“Think of the balanced scorecard as the dials and indicators in an airplane cockpit.

For the complex task of navigating and flying an airplane, pilots need detailed information about many aspects of the flight...


The balanced scorecard a framework for accountability

They need information about fuel, airspeed, altitude, bearing, destination and other indicators that summarize the current and predicated environment. Reliance on one instrument can be fatal.

Similarly, the complexity of managing an organization today requires that managers be able to view performance in several areas simultaneously.”

Kaplan and Norton, 1992


Balancing perspectives

Balancing Perspectives

  • Too often bad strategic decisions are made in an effort to increase the “bottom line” at the expense of other institutional goals. The BSC suggests that financial performance should not be viewed as the focus, but as the natural outcomeof balancing other important goals.


Four strategic issues

Four Strategic Issues

  • Customer

  • Internal business process

  • Financial

  • Innovation and learning


Customer perspective

responsiveness, timeliness

product/service quality and cost

meet client needs

“How do customers see us?”

Customer Perspective


Internal business process perspective

“At what must we excel?”

accurate and timely delivery of services

effective systems and processes

environmental sustainability

Internal Business Process Perspective


Financial perspective

budgets

revenue

capital expenditures

debt to asset ratio

“How do we look to our key stakeholders?”

Financial Perspective


Innovation and learning perspective

“Can we continue to improve and create value?”

employee skills and training

use of technology

encouragement of innovation

continuous improvement

Innovation and Learning Perspective


Ultimate balancing act

Ultimate Balancing Act

The ultimate balancing act in any organization is the one whereby the needs and requirements of multiple stakeholders are reconciled and integrated.


The balanced scorecard a framework for accountability

Vision


Examples

Examples

  • Ohio State University

  • USC Rossier School of Education

  • Southwest University

  • Pacific Northwest College

Exercises


Strategic planning

Strategic Planning

  • An effective scorecard will identify a set of strategic questions, objectives, and measures that address the issue of adding value--and doing so at a rate that is better than the competition. This is the essence of strategy.


Strategic planning con t

Strategic Planning (con’t)

A balanced set of indicators can systematically stimulate better understandings and deeper insights that can form the basis for strategy.


Four key processes

Four Key Processes

Translating the vision

Feedback and learning

Business planning

Communicating and linking


Four key processes1

Four Key Processes

  • Translating the vision helps managers build a consensus around the institution’s strategy and express it in terms that guide action

  • Communicating and linking lets managers communicate their strategy institution-wide, and link it to unit and individual goals


Four key processes con t

Four Key Processes (con’t)

  • Business planning enables the institution to integrate its business and financial plans

  • Feedback and learning give institutions the capacity for strategic learning, which consists of gathering feedback, testing the hypotheses on which strategy was based, and making adjustments


The balanced scorecard a framework for accountability

Thank you!!


  • Login