The Balanced Scorecard CREATING A Framework for Success

1
The Balanced ScorecardCREATING AFramework for
Success
Division of Administration

• NOVEMBER 2, 2001
• BILL BARRETT
• PAULETTE BLUMBERG
• JOSH CANTOR

2
Why?
Division of Administration

• University and Divisional Quest for Excellence
  Continuous Improvement
• Helping to Achieve President Gordons Vision
• Become The Best Public Comprehensive
• University In The Nation

3
Why the Balanced Scorecard?
Division of Administration

• Consistent With Our Organizational Values
• Customer Service
• Focus on People and Improving Processes
• Straight Forward, Intuitive Approach
• Implemented Successfully at UCSD --CSU Quality
  Sessions
• --NACUBO
• --Site Visit to UCSD Momentum

4
BSC Implementation Themes
Division of Administration

• Team Based Approach
• Low Key
• Keep It Simple/Less Is More
• Learn As We Go
• Build On Others Success
• Grassroots Movement
• Integrated Throughout the Organization
• No Single Owner

5
BSC Organization Chart
Division of Administration
6
Divisional Steering Team
Division of Administration

• Composition
• Executive Sponsors
• --Administrative Services Council (ASC)
• Team Leaders
• Role
• Identify Critical Functions
• Maintain Momentum
• Leading the Way
• ..While Determining the Destination

7
Linkage To Strategy Budget
Division of Administration

• Divisional
• Framework For Success
• Vision
• Mission
• Values
• Strategic Priorities
• Guiding Principles

8
Departmental Framework
Division of Administration

• Division Directors Charged with Working with
  Staff to Develop Departmental Framework for
  Success
• A. Current Measures and Scores
• B. Review Process Utilized
• C. Critical Issues Strategic Priorities
• D. Goals and Objectives
• E. Initiatives/Operational Improvements

9
Balanced Scorecard Retreat
Division of Administration

• Presentations By ASC
• New Measures Identified
• Commitment and Momentum Evident
• Shared Understanding Of Needs/Priorities
• Began Prioritizing Departmental Initiatives and
  Linking To Divisional Budget Requests

10
Sample Scorecard And Action Plans
Division of Administration
11
Staff Recruitment July 1, 1999 through
June 30, 2000








Division of Administration
   
 
 
 
12
Recruitment Action Plans
Division of Administration

• Rollout the Pilot Recruitment Process Changes
• Initiate a Continuous Filing Pool for
  Frequently
• Recruited or Hard to Hire Classifications
• Partner with a Temporary Agency to Address Temp.
  Needs
• Modify Internal HR Process to Enable Position
• Descriptions/Classification Determinations For
  an Upcoming
• Recruitment to Go Directly to Recruitment
  Manager
• Implement an Electronic Recruitment Management
  System
• Hire A New HR Manager for Recruitment/Classificati
  on
• Pilot HR Generalist Model for Recruitment/Classifi
  cation

13
As We Enter Year 2
Division of Administration

• Becoming A
• Strategy-Focused Organization

14
Balanced Scorecard Strategy
Division of Administration

• We Continue To Identify The Most Critical
  Performance Indicators Of A Units Success,
  Measure Them, Stay Focused On Them, And
  Communicate Through The Scorecard Process Already
  In Place
• We Now Want To Create A Process To Become A
  Strategy Focused Organization
• Make strategy the central organizational agenda
• Create a focus on the strategy through our
  metrics
• Mobilize employees by communicating the
  strategy

15
Five Principles Of The Strategy Focused
Organization
Division of Administration

16

MOBILIZE CHANGE THROUGH EXECUTIVE LEADERSHIP
Division of Administration
MAKE STRATEGY A CONTINUAL PROCESS
BALANCED
TRANSLATE THE STRATEGY TO OPERATIONAL TERMS
STRATEGY
SCORECARD
MAKE STRATEGY EVERYONES JOB
ALIGN THE ORGANIZATION TO THE STRATEGY
17
Mobilize Change Through Executive Leadership
Division of Administration

• What Did We Do So Far And Where
• Are We Now On This Effort?

18
Translate the Strategy ToOperational Terms
Division of Administration

• We Continue to Refine Our Scorecards And Improve
  Measures
• We Utilized Our Steering Team To Create A
  Divisional Strategy Map
• We Met Several Times and Started With Our
  Missions, Values and Goals and Strategic
  Priorities and Began to Build the Map

19
Strategy Map
Division of Administration
20
What Does The Strategy Map Do?
Division of Administration

• Visually Displays
• Our Divisional Mission
• Strategic Objectives To Fulfill Divisional
  Mission
• Operational Objectives For Each Balanced
  Scorecard Perspective Linkage To Strategic
  Objectives

21

Division of Administration
Align The Organization To Strategy

• Each Department Will Develop A Strategy Map
  Specific To Their Functional Area Linked to the
  Divisional Strategy Map
• Business Units May Create Their Own Strategy Map
  Linked To Departmental Divisional Maps

22
Align The Organization To Strategy
Division of Administration

• Create Cascading Scorecards--Aligned With
  Strategy Maps
• Business Unit Scorecards Will Be Cascaded To The
  Departmental Level
• Departmental Level Scorecards Will Be Cascaded To
  The Divisional Level
• Scorecards Will More Accurately Measure The
  Success Of The Division, Departments, Business
  Units In Achieving Strategic Objectives

23
Make Strategy Everyones Job
Division of Administration

• Communicate To All Employees The Division's
  Mission, Values, Goals Strategy They Should
  Be Known Owned By Everyone
• Create A Climate to Support Strategic Change
  Communicate To Maintain Alignment Effective
  Service Delivery

24
Make Strategy A Continual Process
Division of Administration

• Set Strategic Priorities Align the Resources To
  Enhance Improvements
• Linked The Budget Process To The BSC

25
Benefits Of Using The BSC Becoming Strategy
Focused
Division of Administration

• Manage Strategic Priorities We Cannot Be
  Everything To Everyone
• Decision-Making Based on Objective Information,
  Not Anecdotal Situations
• Strategy is Defined, Communicated and Then
  Aligned Throughout the Division
• Informed and Engaged Employees

26

Division of Administration
QUESTIONS?