The Balanced Scorecard at the University of Akron

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The Balanced Scorecard at the University of Akron
Presented to University Libraries March 2003
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What is the Balanced Scorecard?
The Balanced Scorecard is a methodology by which
operational procedures are aligned with strategic
vision.
It is a framework that helps organizations
translate strategy into operational objectives
that drive both behavior and performance.
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Procedure
A brief background of strategic planning
processes at UA.
How we chose the Balanced Scorecard methodology
Process of implementation - timeline
Cascading BSC at UA
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Primary Goals
Draft a strategic planning document including the
University's mission statement and value
statements with specific goals, measurable
outcomes, and resource requirements.       
Outline a more effective process for linking all
campus planning and budgeting processes and
activities.
Develop a process for ongoing strategic thinking.
Propose a series of activities and Continuous
Quality Improvement (CQI) initiatives as well as
a means of sustaining and growing these
initiatives.
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Core Competencies

• People
• Documented excellence
• Student success
• Community engagement
• Shared leadership

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Strategic Intent
The University of Akron intends to be recognized
as the public research university for northern
Ohio. It intends to achieve a prominence in
northern Ohio comparable to that which Ohio State
has long enjoyed in central Ohio and which the
University of Cincinnati has begun to achieve in
the southern part of the state.
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General Strategies

• Provide a new landscape for learning, which
  supports academic endeavors as well as the social
  and physical needs of students.
• Improve student success through strategic
  enrollment management and other efforts.
• Increase revenues from federal, state, and
  private sources.

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General Strategies

• Identify distinctive competencies that
  differentiate The University of Akron from other
  institutions in northeastern Ohio and across the
  nation.
• Gain greater public awareness and appreciation of
  UA as the premier public university in northern
  Ohio.

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WOW Work Groups

• Competitive and market changes in education
• UA's distinctive competencies
• Opportunities
• Continuous quality improvement
• Development and assessment of personnel
• Innovative budgeting

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Clusters of Excellence

• Discovery and innovation
• Cultural enrichment
• Community well-being
• Economic development

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Two Priorities
Enabling Student Success Leader in Information
Technology
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Five Fundamental Strategies
Campus enhancement Enrollment management Revenue
enhancement and diversification Focused
differentiation Telling the story
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The Balanced Scorecard

• Provides a framework
• Is current
• Is dynamic
• Facilitates continuous planning
• Emphasizes quality improvement

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Concept of Balance

• Growth and innovation with cost and
  efficiency
• Short-term and long-term objectives
• Internal and external views
• Tangible and intangible results
• Vision and implementation

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Leadership Team
President Senior Vice President and
Provost Vice Presidents 2 College Deans Dean
Aynes Dean Creel Chair of Faculty Senate
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Core Team

• Human Resources
• Becky Herrnstein Hoover
• Business and Finance
• Brian Davis
• Student Affairs
• Julia Philips
• Institutional Research
• Phil Brown

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Core Team

• Institutional Planning
• Gerry Parker
• A member of the Faculty
• Thomas Calderon
• Academic Affairs
• Nancy Stokes, chair

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Interviewees

• Student Affairs Directors
• Business/Finance Directors
• Athletics
• Contract Professional Group
• Facilities Directors
• Planning and Budget Committee
• IT Directors
• Associate/Assistant Deans
• Diversity Group
• Staff Employees Group
• HR
• Department Chairs/Directors
• Students

• President
• Senior Vice President and Provost
• Vice President Research
• Vice President Student Affairs
• VP/CIO
• VP Business and Finance
• Vice President Capital Planning and Facilities
• Vice President Development
• Vice President and General Counsel
• Council of Deans
• Chair Faculty Senate
• Faculty Senate
• General Faculty (2)

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Interview Questions

• What 3-5 critical things do we need to do to most
  effectively implement the strategic vision
  outlined in Charting the Course?
• What capabilities should individual employees
  have in order to execute the strategies of the
  institution?
• What kind of infrastructure do you need to
  execute the strategies of the institution?

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Interview Questions

• What kind of culture should develop to energize
  people to achieve the strategies and/or
  objectives of the institution?
• Considering a 3 year time frame Which strategic
  objectives would ideally be achieved and what are
  specific targets (achievement levels). (These
  should be stretch targets.)

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Interview Questions

• Who are the internal stakeholders? Who are the
  external stakeholders?
• What does it mean to be a good steward for the
  university?

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Timeline - 2001

• January Provost attends training
• July Associate Provost attends training
• August Core Team named
• September Large group training
• October Core Team conducts interviews
• November Core Team drafts institutional strategy
  map
• December First draft presented to large group

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Timeline - 2002

• January Core Team continues revision
• February Second round of interviews
• April Core Team begins development of
  Objectives, Measures and Targets
• April 18 Strategy map approved
• June through August Administrative unit strategy
  maps completed

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Timeline 2002 cont.

• September through December Administrative units
  begin development of Objectives, Measures and
  Targets
• October Academic unit strategy maps approved by
  Council of Deans
• November Colleges begin development of strategy
  maps

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Timeline - 2003

• March College strategy maps completed
• April Academic departments begin development of
  strategy maps

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Strategic Themes
Student Success Differentiation Research and
Scholarship Information Technology Communication
Standards
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Strategic Theme Defined

• A strategic theme is the way an organization
  seeks to achieve its vision and mission.
• It is a set of goals and objectives coupled with
  a method involving
• people, resources and processes.
• A strategy will define what you do and what you
  don't do.

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Strategic Themes
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Strategic Destination
How will the public know that we have achieved
our destination?
Public
Stakeholders
How can we do it in a fiscally responsible
manner?
Financial
Who are our stakeholders and what do they expect?
Internal Processes
What do we have to do to satisfy the
expectations of our stakeholders?
People
Infrastructure
Culture
Learning Growth
What do we have to have in place to be able to do
what needs to be done?
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Strategic Destination Within three years, The
University of Akron will be recognized as the
public research university for northern Ohio, the
university devoted to the education and success
of its students and to the production,
integration and dissemination of knowledge for
the public good.
Public
We will achieve the strategic destination by
pursuing the principles of Charting the Course
which are integrated in the institutional
strategy map.
Fulfill Public needs
Fulfill student and alumni needs
Stakeholders
Financial

• Asset for Public Good
• Reputation for Excellence/Access
• Contributions to Economic Development

• Individualized attention
• Service ethic
• Safe/inviting/accessible campus
• Sense of community

Increase revenue
Decrease costs
Diversify revenue
Internal Processes
Discovery and Innovation
Cultural Enrichment
Community Well-Being
Economic Development

Standards
Research and Scholarship
Student Success
Communications
Differentiation
Information Technology
Student Success Community Engagement Akron
Advantage
Learning Growth
Valuing the use of technology
Enhance UA shared leadership culture
Fulfill faculty and staff needs

• Personal/professional development
• Recognition for success
• Fairness in treatment
• Resources tools to be productive

• Collaboration
• Accountability
• Service
• Diversity
• Trust

• Knowledge sharing
• Efficiency and effectiveness
• Communication/project collaboration
• Competitive advantage
• Data for informed decision-making

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OBJECTIVES
Objectives are action statements that clarify how
we will implement the strategy.
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Objectives
Research and Scholarship

Student Success
Communications
Differentiation
Standards
Information Technology
develop student competitive IT advantage
maintain high standards of achievement and
accountability throughout the university
provide opportunity for at-risk students to
achieve the standard
document our excellence through IT
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MEASURES
Measures give a concrete link to the strategic
goal.
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MEASURES ARE

• focused in the strategic goal
• quantifiable, repeatable and reliable over time
• measures of progress over a specific time period
• updated at defined intervals
• useful for setting targets
• useful for establishing accountability

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FORMS OF MEASURES

• absolute numbers
• indices
• percentages
• ratings or rankings
• ratios

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TWO TYPES OF MEASURES
Lead Measures drivers - measure intermediate
processes, activities, and behaviors   Lag
Measures outcomes - measure performance results
at end of time period or activity
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GUIDELINES FOR SELECTING MEASURES

• Usually 1 measure for each objective
• Assign a second measure only if the first measure
  by itself cannot adequately track completion of
  the objective

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RULE OF THUMB

• Use existing measures when possible.
• Do not spend valuable time inventing measures.

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TARGETS

• Set/Communicate the expected performance level.
• Focus the organization on improvement.

TARGETS ARE USED TO MOTIVATE - NOT TO CONSTRAIN
OR CONTROL
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TARGETS SHOULD

• Match a measure, one for one
• Be quantifiable
• Clearly communicate the expected performance

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STRETCH TARGETS ARE ASPIRATIONAL

• Set long-term (3-5 years) performance goals
• Help focus the organization on long-term strategy
  while working on short-term goals
• Can identify areas which may require dramatic
  change and/or improvement

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TARGETS VS. STRETCH TARGETS

• Targets What you can achieve WITHOUT an
  initiative
• Stretch Targets What you can achieve WITH an
  initiative
• (requires new funding commitment)

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Balanced Scorecard Template for Institutional
Objectives, Measures and Targets STUDENT SUCCESS
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Balanced Scorecard Template for Institutional
Objectives, Measures and Targets - DIFFERENTIATION
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Balanced Scorecard Template for Institutional
Objectives, Measures and Targets RESEARCH AND
SCHOLARSHIP
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Balanced Scorecard Template for Institutional
Objectives, Measures and Targets INFORMATION
TECHNOLOGY
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Balanced Scorecard Template for Institutional
Objectives, Measures and Targets - COMMUNICATIONS
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Balanced Scorecard Template for Institutional
Objectives, Measures and Targets - STANDARDS
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Balanced Scorecard Template for Institutional
Objectives, Measures and Targets - FINANCIAL
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Senior VP and Provost teaching and learning
emphasis Strategic Destination The University of
Akron will be the leading teaching and learning
public university in northern Ohio.
Public
Stakeholders
Students
Public
Manage costs
Financial
Course availability High-quality
instruction Value Marketable skills Learning
Environment
Increase Revenue
Responsive to community needs Educated
citizenry Educated workforce
Diversify Revenue
Reallocate budget
Academic Support
Assessment
Instruction
Recruiting
Curriculum
Diversity
Internal Processes
Program review Grading Course evaluation Instructi
onal evaluation Accreditation Student
success Retention/Graduation
Curricular offerings Course sequencing Curricular
coherence Content aligned with appropriate
standards Internship opportunities
Design Delivery Information literacy Faculty
contact Undergraduate research
Outreach Honors Program Adult/Focus
Assessment of campus climate Inclusion of issues
in course content Recruitment of minority
students Encourage diversity learning
Advising/mentoring Tutoring Developmental
programs First Year Experience
People
Culture
Infrastructure
Learning Growth
Assessment Evidence Values effective teaching
Values student learning and success Educational
efficiency Valuing civility and diversity
RTP supporting effective and scholarly
teaching Reward structure Professional
development Faculty selection
Physical facilities Appropriate
technologies Support personnel Appropriate
intellectual resources
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Path for Change

• Three year time lines

• Specific goals and objectives

• Direct link between planning and budgeting

• Measurable outcomes

• Targets reevaluated annually

• Continuous evaluation

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Why Do BSC
It ties decision-making directly to budget.
It requires data driven decision-making.
It has built in assessment.
It is flexible.
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Why Do BSC
It provides quality control.
It establishes shared leadership.
It allows every person in the institution to know
how and why they are.
It has no hidden agenda.
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What Do You Do
Create a strategy map for University Libraries
which aligns with the Provost strategy map
Create objectives, measures, and targets for UL
strategy map
Cascade to the department levels
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QUESTIONS ?
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