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Balanced Scorecards
Jan W. Lyddon, Ph.D.
Executive Vice President San Jacinto College
accountability
requirements for
Primary Uses
Monitoring
key items Communication of priority areas for action Myth busting real results
What Is It?
Visual display
of
monitored at a glance.
Stephen Few, 2006
What is on it?
Performance
Indicators:
From strategic or other plan Of key decisions or objectives Usually highly aggregated data Maximum 15 20 Called Key Performance Indicators (KPIs)
Kinds of Indicators
Indicators
Student
should be:
A balance of perspectives
perspectives, process perspectives, learning perspectives are examples Also called categories
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should be:
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Monitor regularly
To make informed decisions To communicate with external stakeholders
Internal
stakeholders
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actual performance, expressed in numerical terms The target, benchmark, or objective The difference between actual performance and the objective
Signal values indicate how far from the objective or target (best, middle, worst)
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or five categories:
and innovation
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Examples of Indicators
Stakeholder:
Continuous improvement initiatives Time required to complete DE Efficiency measures (e.g., percentage of seats filled)
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and innovation:
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Date:
5/1/2006
Measure/Index Title Retention rate (fall to winter return rate) Persistence rate (fall to fall return rate) Graduation rate (% of 1st time full time graduating 3 years later) Transfer rate (% of new students who have transferred 3 years later) New students % share from Level I & II high schools Dual enrolled high school students Headcount Student Credit Hours Student satisfaction - academics (satisfaction on a 4.0 scale) Student satisfaction - services (satisfaction on a 4.0 scale) Employer satisfaction Financial aid participation rate (% of first time full timers receiving any form of financial aid) Tuition discounted with financial aid Alumni satisfaction Employee turnover Enrollment of Students of Color Employees of Color CIP enrollment rate Student learning - multiculturalism Student learning - international Community support Action projects to improve community support Budget balance (% of tuition & fees revenue compared to target) Private gifts (dollar value of donations during the quarter) Grant funds received (dollar value of the funds received in the quarter) Revenue from employer training (revenue received during the quarter) Facilities Condition Index (ratio of deferred maintenance to building value) IT systems response (Ratio of tickets open to completed)
X X X X X X X X X X X X X X X X X X X X X
71.7% 45.1% 13.0% 32.0% 1,626 21.1% 340 5,915 45,670 3.05 2.98 90.3% 71% 79.1% 88% 0.25% 8.9% 9.4% 19.1% 89.8% 82.3%
68.0% 40.0% 18.0% 30.0% 1,550 32% 325 5,817 45,977 3.25 3.25 93% 72% 80% 80% 0.08% 8% 8% 20% 83.57% 87.03%
Fall 2005 Fall 2005 Fall 2005 Fall 2005 Fall 2005 Fall 2005 3/15/2006 4/27/2006 4/27/2006 2005-06 2005-06 2004-05 2005-06 2004-05 2005-06 3rd qtr 05-06 1/2/2006 Fall 2005 2004-05 2004-05 2004-05
X X X X X X $ $
3rd qtr 05-06 3rd qtr 05-06 3rd qtr 05-06 3rd qtr 05-06 2005-06 May-06
La st up d
Ta rg et
Ab o
at e
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Development Process
Steps in Building Your Balanced Scorecard
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Development Process
Identify
project partners:
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Development Process
Identify
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Development Process
Work
Refine definitions of data Develop methods of display and update Ensure their understanding
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Development Process
Set
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Development Process
Signal
Values
Three levels
Best Middle Worst
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them on:
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Development Process
Design
One screen or one page Avoid clutter Provide detail by using hyperlinks Decide who will have access
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Development Process
Hyperlinks
Detail
example:
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Hyperlinks in Excel
Student Satisfaction
Date:
5/1/2006
3.30
Instruction
Ta rg et La st u pd
Services Best
Ab o
3.01
at e
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Development Process
Usage
and updates
key decision makers should monitor also Inform others of how often the data change
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Benefits of a Scorecard
Useful
internal alignment:
Visible targets and performance informs operational unit and individual plans
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Increased Alignment
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the college
a culture of evidence at
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Next Steps
Evaluate
Are
Next Steps
Evaluate
and improve some of the measures Develop leading indicators: Measures that indicate progress against a process or behavior. These measures are helpful in predicting the future outcome of an objective.
Balanced Scorecard Collaborative
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Next Steps
Review
the Dream database National CC Benchmark Project IPEDS Peer Analysis System State data Other professional sources
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Next Steps
Increase
alignment of departmental or unit data with overall performance indicators Develop cascading scorecards
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Lessons Learned
Monitor Be
regularly
sure measures are balanced Align the measures with the plan Keep the scorecard display straightforward (Keep It Simple & Straightforward KISS)
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Lessons Learned
What
is measured gets noticed What is noticed gets acted on What is acted on gets improved
Dee W. Hook presentation Phenomenon of Measurement
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me:
Read:
Few, Stephen. 2006. Information Dashboard Design: The Effective Visual Communication of Data. Sabastopol, CA: OReilly Media, Inc. Kaplan, Robert S. & David P. Norton. 1996. The Balanced Scorecard: Translating Strategy Into Action. Boston: Harvard Business School Press. Niven, Paul R. 2003. Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies. Hoboken, NJ: John Wiley & Sons, Inc.
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