ncci balanced scorecard 150718

Balanced Scorecard

Mike Eke & Keith Potter

2

Agenda

Introduction Definition, Framework, Examples

Alignment with Lean Roadmap

Strategy, Initiatives and Goals Establishing Metrics and Schedules RYG Status and Criteria

Case Study Scoring, Weighing, Prioritizing Keys to Success and Next Steps

Summary Q & A

What is your definition of a Balanced Scorecard?

3

Exercise: What is a BSC (Balanced Scorecard)?

4

A strategic planning and management system Aligns organizations activities to the vision and strategy of the organization

Improves internal and external communication Monitors organizational performance against strategic goals

Created to add strategic, non‐financial performance measures to traditional financial metrics to provide a more “balanced” view of organizational performance

BSC: What is it?

5

Over 50% of large U.S. firms use BSC1

More than half of major companies in U.S., Europe and Asia use BSC approaches1

BSC ranked fifth on the top ten list of most widely used management tools around the world2

BSC was selected by editors of the Harvard Business Review as one of the most influential business ideas of the last 75 years

Enables organizations to clarify their vision and strategy and translate them into action

The Power of the BSC

1. Gartner Group; 2. Bain & Co.

6

Basic Framework and Mapping

Robert S. Kaplan, David P. Norton, Harvard Business Review (Jan‐Feb 1996)

7

Sample Frameworks

8

Examples: Other Industries

Five year strategic plan Three goals 20 initiatives Overall score Initiative score Answers at a glance: How are we doing? Where do we need to focus going forward?

9

# Strategy / Initiative / Project CELT Owner Functional Owner(s) OBJECTIVES STATUS

SCHEDULE STATUS

OVERALL STATUS

1.1 Implement a systematic process to assess and improve academic student learning outcomes

WellsCampus

Presidents

Karen Kusler

G Y Y1.2 Develop an academic master plan Wells

Campus Presidents

Margarent Lutton

G G G1.3 Review and improve current student services processes Gates Black

Campus Presidents

Kim Beatty

G G G1.4 Assess and improve student engagement Gates Black

Campus Presidents

Kim Beatty

G G G1.5 Strengthen and standardize the developmental education

programWellsCampus

Presidents

Rick Garcia

G G G2.1 Expand College Access to each high school in Tarrant County Gates Black

Campus Presidents

Kim BeattyNoemi Vela G G G

2.2 Expand access to education and training through alternative learning opportunities

WellsCampus

Presidents

Troy Vaughn

G G G2.3 Increase funding for financial assistance for all students McIntosh

Johnson HadleyJoe McIntosh

Y G Y2.4 Research textbook actual costs and investigate options to reduce

costs McClendonCampus Presidents

Robin Birt

G G G2.5 Assess our current status of diversity and develop a qualitative

diversity planRobinsonCampus

Presidents

Shani Moore

G R R2.6 Assess our current status of diversity and develop a quantitative


Presidents

Shani Moore

R R R3.1 Update and execute the technology plan based on the district

strategic planMarshallCampus

Presidents

Tim Marshall

G G G3.2 Develop and implement a strategic real estate and facilities

master planPetty

Campus Presidents

Margarent Lutton

G G G3.3 Develop and implement a process improvement program across

the organizationGatesCampus

Presidents

Mike Eke

G Y Y3.4 Develop a comprehensive professional development program for

all employeesRobinsonCampus

Presidents

Ricardo CoronadoTheresa Mouchayleh G G G

3.5 Revise and execute a comprehensive marketing plan GatesCampus

Presidents

TBD

TBD R R3.6 Update the systematic process used to assess and improve

administrative and educational support services units and implement revisions

Johnson HadleyCampus Presidents

David WellsAngela RobinsonJoy Gates BlackReginald GatesNina Petty

G G G

3.7 Develop increased opportunities for collaboration and service to the community

GatesCampus

Presidents

Cacy Curtis

G G G3.8 Enhance employee engagement and satisfaction Robinson

Campus Presidents

Ricardo Coronado

G G G3.9 Develop and implement an emergency management plan Robinson

Campus Presidents

Robie RobinsonShaun Williams G G G

OVERALL SCORE:

VISION 2015STATUS REPORTNovember 2012

YOVERALL STATUS:81

Example: Higher Education (Strategic Plan)

10

1. Correctly define value from the Customer’s standpoint

2. Eliminate the waste in the value streams fromconcept through delivery

3. Make the remaining steps flow4. Let the customer pull just the value needed5. Pursue perfection until every step adds value

1. Error Proofing (Poka‐yoke)2. Visual Workplace

How does this align with Lean?

Transparency of critical information

What do I need to know to do my job better?

What do I need to share with others so they can do their job better?

The current status and performance of the organization, departments

and processes is immediately apparent to everyone

Visual Workplace is a term to describe how data and information should be conveyed in a Lean organization

Use visual methods to convey information so it is easily accessible to those who need it

Visual Workplace = Transparency

11

12

Visual Workplace = where it is obvious to everyone…

What’s most important to the organization Our strategy / strategic plan Top 3‐5 programs, initiatives, goals and objectives Top 3‐5 Metrics / KPIs (Key Performance Indicators) What we should be working on first (prioritization)

How the organization is performing Top 3‐5 Metrics / KPIs: actuals vs. goals Status / progress of our top 3‐5 programs and initiatives

How we should be working Standard work

13

Strategic Plan Pick your framework areas and weights Financial: 20% Customer: 35% Efficiency: 35% Capacity: 10%

Organizational Goals within each area Initiatives/projects to achieve the Goals KPIs/Metrics for each initiative/project

Sample Roadmap

Student Success: 40% Strategic Plan: 20% Efficiency: 20% Financial Stability: 20%

Example: Roadmap Path

14

Student Success Strategic Plan

Goal 1Support student learning and success

Goal 2Ensure affordability, accessibility and

diversity

Goal 3Promote institutional effectiveness

3.3 Develop and implement a process improvement program across the organization

Metric 1Train 80%+ of employees by 8/31/14

Metric 2Project success

Metric 3Instructor ratings of 3.0+

Class recommendation rating of 3.0+

15

Establishing Metrics

Source VOC? (Voice of Customer) Executive/Leadership

Quantity Too many? Prioritized

SMART Specific, Measurable, Attainable, Relevant, Timely

Data Type Attribute vs. variable (variable preferred)

16

Significance of Targets Beyond common cause variation?

Trends over time (frequency of measurement)

Visual Where are they? Can everyone see them? Can they be understood quickly?

~10 seconds per chart Data tables vs. charts/graphs


17

Performance Trends Performance to goal variance Trends over time – how are we doing? RYG How far do we have to go ‐ will we make it? Predictive metrics Qty. or number vs. % achieved over time Overall performance ‐ Balanced Scorecard / Dashboard Any anomalies or trends? (control chart) What is causing it? Process? People? Systems?


18

What is the call to action? Based on RYG? Other Signal/triggers/thresholds? Follow up plan Reporting

How accurate is the measurement? Supported with data / evidence


Every initiative / project must have at least one: Metric or measurable objective (“measure of success”)

A.K.A. KPI, Metric, Goal, Objective When the project ends, how do we know we made a difference? What changed?

Schedule of event(s) with a target completion date Achieved what objective by what date? What milestones must be met along the way?

Metrics and Schedule

19

Single measure of overall “health” of projects / initiatives

Measures actual performance to planned performance of both objective(s) and schedule

Worst case measurement Red in either Objective or Schedule = Red overall Yellow in either but no red = Yellow overall Green in both = Green overall

Establishing RYG Status

20

Project Health - RYG Criteria

21

HEALTH QUALITATIVE DESCRIPTION

QUANTITATIVE DESCRIPTION

ACTION REQUIRED

RCurrently late OR below defined objectives with NO plan to recover to meet defined final

schedule OR objectives

Greater than 10% behind original schedule OR

below original objectives

Management intervention

YCurrently late OR below defined objectives but

HAVE a plan to recover to meet defined final

schedule OR objectives

More than 0% but less than or equal to 10%

behind original schedule OR below original

objectives

Management awareness and support

GCurrently on time AND

meeting defined objectives and WILL meet defined final schedule

AND objectives

Less than or equal to 0% behind original schedule

OR below original objectives

None

Launched Nov 2012 Equal weighting of all 20 initiatives (5% each)

19/20 initiatives scored

Overall RYG status and score

Updated biannually

22

# Strategy / Initiative / Project CELT Owner Functional Owner(s) OBJECTIVES STATUS

SCHEDULE STATUS

OVERALL STATUS


WellsCampus

Presidents

Karen Kusler


Campus Presidents

Margarent Lutton

G G G1.3 Review and improve current student services processes Gates Black

Campus Presidents

Kim Beatty

G G G1.4 Assess and improve student engagement Gates Black

Campus Presidents

Kim Beatty

G G G1.5 Strengthen and standardize the developmental education

programWellsCampus

Presidents

Rick Garcia

G G G2.1 Expand College Access to each high school in Tarrant County Gates Black

Campus Presidents

Kim BeattyNoemi Vela G G G

2.2 Expand access to education and training through alternative learning opportunities

WellsCampus

Presidents

Troy Vaughn

G G G2.3 Increase funding for financial assistance for all students McIntosh

Johnson HadleyJoe McIntosh

Y G Y2.4 Research textbook actual costs and investigate options to reduce

costs McClendonCampus Presidents

Robin Birt

G G G2.5 Assess our current status of diversity and develop a qualitative


Presidents

Shani Moore

G R R2.6 Assess our current status of diversity and develop a quantitative


Presidents

Shani Moore

R R R3.1 Update and execute the technology plan based on the district

strategic planMarshallCampus

Presidents

Tim Marshall

G G G3.2 Develop and implement a strategic real estate and facilities

master planPetty

Campus Presidents

Margarent Lutton

G G G3.3 Develop and implement a process improvement program across

the organizationGatesCampus

Presidents

Mike Eke

G Y Y3.4 Develop a comprehensive professional development program for

all employeesRobinsonCampus

Presidents

Ricardo CoronadoTheresa Mouchayleh G G G

3.5 Revise and execute a comprehensive marketing plan GatesCampus

Presidents

TBD

TBD R R3.6 Update the systematic process used to assess and improve

administrative and educational support services units and implement revisions


David WellsAngela RobinsonJoy Gates BlackReginald GatesNina Petty

G G G

3.7 Develop increased opportunities for collaboration and service to the community

GatesCampus

Presidents

Cacy Curtis

G G G3.8 Enhance employee engagement and satisfaction Robinson

Campus Presidents

Ricardo Coronado

G G G3.9 Develop and implement an emergency management plan Robinson

Campus Presidents

Robie RobinsonShaun Williams G G G

OVERALL SCORE:


YOVERALL STATUS:81

Case Study: Strategy Scorecard

Case Study: Initiative Drill Down

Strategic Plan

Goal 2

Support student learning and success

Ensure affordability, accessibility and diversity reflective of the community

Promote institutional effectiveness

Goal 1 Goal 3

1.1 1.2 1.3 1.4 1.5 2.1 2.2 2.3 2.4 2.5 2.6 3.1 3.2 3.3 3.4 3.5 3.6 3.7 3.8 3.9

23

One initiative may have multiple projects…

OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS

Goa

l#.Strategy#

Priority Parent Strategy /

Initiative / ProjectChild Supporting

Project(s)CELT Owner Functional

Owner(s)Metrics (Measures of

success)Unit of Measure (Qty, %, Days etc…)

+ Increase or

‐ Decrease Baseline Project

GoalProgress: Latest Actual

Project Goal: Latest

Estimate or Final Actual

Objective Status (RYG)

Plan Start Date

Plan Compl. Date

Actual Start Date

Actual or Latest

Est. Compl. Date

Schedule Status (RYG)

Overall Status (RYG)

Comments / Update

1.1a 17 Implement a systematic process

to manage assessment of

academic student learning outcomes

MarshallCampus

PresidentsKaren Kusler

Academic programs with SACS compliant assessment plans

% + 28% 100% 100% 100% G Apr‐10 Oct‐13 Nov‐11 Oct‐13 G G 11/6/13: All award granting programs' plans completed and received

1.1b 16 Use assessment results to improve academic student learning outcomes

WellsCampus

PresidentsKaren Kusler

Academic programs using assessment data to

improve student learning outcomes

% + 70% 100% 70% 100% G Jan‐13 May‐14 Jan‐13 May‐14 G G 11/6/13: Award granting programs started using assessment data to make improvements in Jan 2013

Bold Italic = revised in Annual Strategic Plan 6/4/13H = For Historical record only

…with multiple objectives and schedules

Case Study: Scoring and Weighing

24

All supporting projects’ statuses roll up to their top level initiative status

OBJECTIVES 6% 7% 2% 85% 97 SCHEDULE 5% 8% 0% 87% STATUS

Goal#.Strategy#

Priority Parent Strategy /

Initiative / ProjectChild Supporting

Project(s)CELT Owner Functional

Owner(s)Metrics (Measures of

success)Unit of Measure (Qty, %, Days etc…)

+ Increase or

‐ Decrease Baseline Project

GoalProgress: Latest Actual

Project Goal: Latest

Estimate or Final Actual

Objective Status (RYG)

Plan Start Date

Plan Compl. Date

Actual Start Date

Actual or Latest

Est. Compl. Date

Schedule Status (RYG)

Overall Status (RYG)

2.2 12 Expand access to education and training through

alternative learning opportunities

WellsCampus Presidents

Troy Vaughn Increase in Contact Hours ‐Corporate Services

(FY12‐13)

Qty + 138,630 140,016 138,630 137,605 Y Sep‐12 Aug‐13 Sep‐12 Aug‐13 G Y

2.2 12 Expand access to education and training through

alternative learning opportunities


Troy Vaughn Increase in Contact Hours ‐Corporate Services

(FY13‐14)

Qty + 137,605 138,981 48,826 138,981 G Sep‐13 Aug‐14 Sep‐13 Aug‐14 G G

Bold Italic = revised in Annual Strategic Plan 6/4/13H = For Historical record only

# Priority Strategy / Initiative / Project CELT OwnerFunctional Owner(s)

OBJECTIVES STATUS

SCHEDULE STATUS

OVERALL STATUS

2.2 12 Expand access to education and training through alternative learning opportunities


Troy Vaughn Kelly Willing Y G Y

Each initiative is scored based on overall status: Red = 30 Yellow = 75 Green = 100

# Strategy / Initiative / Project CELT Owner Functional Owner(s)OBJECTIVES STATUS

SCHEDULE STATUS

OVERALL STATUS


WellsCampus

Presidents

Karen Kusler


Campus Presidents

Margarent Lutton

G G G

OVERALL SCORE:


YOVERALL STATUS:81

Sum of all weighted scores = Overall Strategy Score

Score x %Weight = Weighted Score

Overall RYG: <60 = Red 60 – 89 = Yellow 90+ = Green

25

Case Study: Make it Visual

What’s missing?

26

Case Study: Prioritization

Priority

27

The power of Schedules, RYG and Prioritization

Top

Bottom

Project 1Project 2Project 3Project 4Project 5Project 6Project 7Project 8Project 9Project 10Project 11Project 12Project 13Project 14Project 15

Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul

Capacity

Shift resources

Adjust schedule based on resource availability

What’s the problem here? How would you fix it?

Latest revision Prioritized Adjustments from Annual Strategic Plan

All initiatives scored

Case Study: Continuous Improvement

28

# Priority Strategy / Initiative / Project CELT Owner Functional Owner(s)

OBJECTIVES STATUS

SCHEDULE STATUS

OVERALL STATUS

2.1a 1 Increase college‐going culture Gates BlackCampus

Presidents

Kim BeattyNoemi Vela

Carlos Morales G G G

3.4a 2 Implement a comprehensive professional development program for all employees

RobinsonCELT

Ricardo CoronadoTheresa

MouchaylehG R R

3.6 3 Update the systematic process used to assess and improve administrative and educational support

services units and implement revisions


Nina PettyJoy Gates BlackDavid Wells

Reginald Gates

G R R2.5a 4 Continue to assess status of diversity and

implement diversity planRobinsonCELT

Shani Moore G G G3.9 5 Develop and implement an emergency management

planRobinsonCampus Presidents

Shaun Williams Robie Robinson R G R

2.3 6 Increase funding for financial assistance for all students

McIntoshJohnson Hadley

Joe McIntosh G G G3.1 7 Update and execute the technology plan based on

the district strategic planMarshallCampus Presidents

Richard SullivanJoseph BosleyJames August David Mead

G R R3.3 8 Develop and implement a process improvement

program across the organizationGatesCampus Presidents

Mike Eke

Y G Y1.4a 9 Assess student engagement Gates Black

Campus Presidents

Kim BeattyJames RamirezATD Campus Coordinators

G G G3.8 10 Enhance employee engagement and satisfaction Robinson

Campus Presidents

Ricardo Coronado

R G R3.5b 11 Implement a comprehensive marketing plan Gates Suzanne Cottraux G G G2.2 12 Expand access to education and training through

alternative learning opportunitiesWellsCampus Presidents

Troy Vaughn Kelly Willing Y G Y

2.4a 13 Implement common and digital course materials McClendonCampus

Presidents

Kathy Crusto‐WayChristine Hubbard

Campus Presidents

G G G

3.7 14 Develop increased opportunities for collaboration and service to the community

GatesCampus Presidents

Reginald Gates Suzanne Cottraux G G G

1.4b 15 Improve student engagement Gates BlackCampus

Presidents

Faculty and Faculty Academy

Kim BeattyJames RamirezATD Campus Coordinators

G G G

1.1b 16 Use assessment results to improve academic student learning outcomes

WellsCampus

Presidents

Karen Kusler

G G G1.1a 17 Implement a systematic process to manage

assessment of academic student learning outcomes

MarshallCampus

Presidents

Karen Kusler

G G G1.5 18 Strengthen and standardize the developmental

education programWellsCampus Presidents

Robin Birt Thomas Awtry R R R

1.3 19 Review and improve current student services processes

Gates BlackCampus Presidents

Kim Beatty

G G G1.2a 20 Implement Innovation Forum CELT Margarent Lutton G G G

OVERALL SCORE:

VISION 2015 STATUS REPORT AND SCORECARDUpdated: March 2014

Revised in Annual Strategic Plan 6/4/13YOVERALL STATUS:77

Priority

Top

Bottom

Support from the top RYG status drives a call to action by leadership Shifting resources; support and/or intervention

Discipline by BSC owner “Can you just make mine Green?”

Recording performance accurately Objectives and schedule

Aligned to changes in strategic plan (e.g. annual) Prioritization of initiatives Broad communication

Case Study: Keys to Success

29

30

Case Study: Next Steps

Student Success

Strategic Plan

Efficiency/Capacity

Financial

The Big Picture!

31

Summary

Powerful tool to manage an organization more effectively

Improves alignment between an organization’s activities and it’s strategy

Excellent communication tool – internal/external Helps monitor non‐financial and/or previously unmeasured organizational performance

Drives action where it is needed most Easy to do (relatively)

32

Q&A

ncci balanced scorecard 150718

Documents