Strategy Development with the Balanced Scorecard

1. Strategy Development with the Balanced Scorecard 9th Northumbria International Conference on Performance Measurement in Libraries and Information ServicesAugust 25, 2011 Meredith TaylorAssessment and Quality Improvement CoordinatorUniversity of Texas Libraries

2. Why undertake strategy development? • Statewide fiscal crisis starting in 2009 • Two budget rescissions = 7.5% reductions in FY 10 & 11 • Further budget reductions of 15% for 2011-2013 biennium • Institutional mandate of a five-year budget plan • Reduction in staff from 290 to 230 FTEs • ClimateQUAL data in 2010

3. How is this strategy development different? • Inclusive, organization-wide effort • Strategic Planning Task Force • Membership of strategic initiative working groups

4. How is this strategy development different? • Developed a continuous planning process

5. How is this strategy development different? • Data-driven process

11. Lessons Learned – Balanced Scorecard • Create the Balanced Scorecard in one or two marathon sessions • Developing a good Balanced Scorecard can be difficult • Fewer is better • Is it Fred-worthy? • Report card or a decision making tool? • Frequency matters • More lead, less lag • The one question to always ask yourself • Definitions matter

12. Lessons Learned – Strategy Development • Make it an inclusive, organization-wide effort • Beware, it will take longer • Requires large commitment of staff time and energy • Develop an implementation plan • It’s OK if its messy!

13. What have we accomplished so far? • Engagement of staff in the planning process • Increased sense of empowerment among staff • Set expectations for implementation • Seen some real outcomes: • purchase of a web-scale discovery tool • creation of a programmatic budget framework • unified staff council

14. Questions?