Building Balanced Scorecards Thompson Leadership Team May 20, 2010 Annette Overton, Quality...

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Transcript of Building Balanced Scorecards Thompson Leadership Team May 20, 2010 Annette Overton, Quality...

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Building Balanced ScorecardsThompson Leadership TeamMay 20, 2010

Annette Overton, Quality Performance Department

Over the past few months we have been working through the strategic plan project. Understanding balanced scorecards is important to the next phase of the strategic plan. Today I hope to build background knowledge on balanced score cards so that as we work through the strategic plan project you will see how it will help us measure and manage the work ahead. Also, I want to provide you with talking points for you to share with your staff when you communicate about the strategic plan and the balanced scorecard.

1Introducing Balanced Scorecarda means to setting and achieving the strategic goals and objectives for your organization.

aligns vision and mission with customer requirements and day-to-day work.

evaluates strategies, monitors efficiency improvements, builds capacity with employees, and communicates progress.

Talk about why Kaplan and Norton established this.

Organizations were focusing on financial measure like profit or sales, or in our case, CSAP scores or ACT averages. They would react to what they found in data from the past. Organizations would throw programs at the problem without considering consequences or implications to the whole organization. Essentially reacting to the past or to the bottom line.

The BSC has migrated from a measurement system to a management system. All levels of the organization focus their efforts on managing data and performance to support the goals and mission. Measures are important of course, but do they actually drive an organization forward? Do they actually change students achievement? The BSC is more than just a way to measure what you are doing. Measurement is key but it is much more than that: It is a means to setting and achieving the strategic goals and objectives for your organization. It is PROACTIVE and operates in real time.

The difference between a balanced scorecard from a business perspective to a school district perspective is the attention to a specific mission like student achievement. In an organization that focuses on a mission, every person contributes to make the mission successful. Another difference is that from a business perspective where the focus is profit driven from their own guidelines, school districts have federal and state mandates that must be followed. The BSC can address or consider these mandates which makes this management system a success for school districts.

The BSCs purpose is to create balance within the organization and using measures and key performance indicators to make sure you are getting there. It gives the school district the balance needed to ensure that the critical areas get the attention they deserve. Balance isnt that difficult to understandbut achieving it, thats the tricky part. Balance takes effort and persistence and can be achieved.

By really analyzing what we are doing and using a BSC approach, we will create a laser focus on our results, look at our strategies differently, check our progress by establishing key performance indicators, and ultimately get results.

Next slides: components of BSC

2Introducing Balanced ScorecardStrategic PlanObjectivesAction Plans Scorecard withmeasures, targets and key performance indicators

GETTING RESULTS

The BSCs purpose is to create balance within the organization and using measures and key performance indicators to make sure you are getting there. It gives the school district the balance needed to ensure that the critical areas get the attention they deserve. Balance isnt that difficult to understandbut achieving it, thats the tricky part. Balance takes effort and persistence and can be achieved.

By really analyzing what we are doing and using a BSC approach, we will create a laser focus on our results, look at our strategies differently, check our progress by establishing key performance indicators, and ultimately get results.

Next slides: components of BSC

3Components of Balanced Scorecard (school district)4Learning and InnovationObjectives, Strategies, MeasuresStakeholder Objectives, Strategies, MeasuresFinancialObjectives, Strategies, MeasuresInternal / ProcessObjectives, Strategies, MeasuresStrategyVision, Mission and ValuesStudent AchievementObjectives, Strategies, MeasuresThere are traditionally four components to a traditional BSC. Each of these components or perspectives cooperate together to support the strategic plan. All perspectives are defined by the vision mission and values of the organization.

As you have read and we have already discussed, the balanced score card helps an organization achieve balance. In looking at school districts, sometimes we focus just on the student or on the Learning and part of the district. While this is important there are a host of other activities taking place to make the district organization run effectively and efficiently. The BSC brings focus and balance to all components, all divisions and operations of the district.

The way a BSC focuses on balance is by generating objectives, actions, and measures under each component. If you focus too much on the financial, you will compromise on the internal process or the innovation. If you spend too much time on the internal process, you weigh down the Innovation and Learning and part.

Within each perspective are objectives, strategies and measures. A good balanced scorecard has 4-5 measures within each category. Each component has specific measures that allow the people who work on this component to keep focus.

Next slide: So, lets break down each perspective.4StakeholderPerspectiveWho are our stakeholders in TSD?Stakeholder FinancialPerspective Perspective

Growth and Internal/Innovation ProcessPerspective Perspective

Student Achievement Perspective

Have them mention the stakeholders. Stakeholder perspective is from the outside of the district looking inward.

Pair share which customer is most important. Share out comments.

Students community members, business members, UNC/CSU, parents, principals, teachers, employees

Each of these perspectives that we will discuss are important to the balance of the organization but the stakeholder is the reason we are here. Do you think everyone in TSD knows who our stakeholder is? Who we serve? If our answers were this diverse, dont you think it might be confusing for all our staff who may not know who the stakeholder is? How can we expect everyone to target the stakeholder if we havent kept it at the forefront. By identifying our stakeholder, and centering our focus in this perspective, everyone will know.

Everyone needs to know how they directly impact students instead of just how to complete tasks.

Results of getting the stakeholder perspective correct will help our employees understand and own the focus on students.Next slide: where does the money go?

Change picture to Judys circle.5Financial PerspectiveWhere does the money flow?Stakeholder FinancialPerspective Perspective

Learning and Internal/Innovation ProcessPerspective Perspective

Student Achievement Perspective

Many businesses focus on money. In todays economy, everyone is focusing on money. They keep their eye on profit and dismiss other areas of the organization. This is what Kaplan and Norton discussed in their original implementation of a BSC.

IN the financial perspective for the district, it is about putting your resources where your priorities are. This is critical for success of all perspectives. The money is about sustainability

IN developing this perspective consider:Transparencyhow do we keep information flowing openly.Flexibilityso we will be aware of needs and how to accommodate requests / adjustments in costs.

Next slide: Third perspective is providing our staff with the tools they need?6Learning andInnovation PerspectiveDo we provide our staff with the tools they need to take us into the future?Stakeholder FinancialPerspective Perspective

Learning and Internal/Innovation ProcessPerspective Perspective Student Achievement Perspective

From Balanced Scorecard Strategy(Hannabarger,2007)This perspective is key to building the organization to innovate, create and learn.

Pair share:How do we create an environment where employees learn, are challenged and can contribute in a more complex way?

Other questions to considerHow do we build teacher skills and keep ahead of challenges that come our waymandates like RtI or SIOP instruction.How do we provide information to staff to keep channels open?

How do we engage the staff in being an integral part of a team?

Next slide: Internal process7Internal/ ProcessPerspectiveDo our processes add value to the work?Stakeholder FinancialPerspective Perspective

Learning and Internal/Innovation ProcessPerspective Perspective

Student Achievement Perspective

This perspective looks at value to the everyday work. It is the perspective looking inside the district to the outside. Do our processes slow us down, add pebbles to our shoe, or do they support our efforts to make our job more effective? Do they keep us moving forward into the future?

Examples of this perspective include:

Cycle times for curriculum from team development to classroom materials.Replacing an employee: posting the vacancy to 1st day of new teacher orientation or BOE approvalConsider how complaints are collected and resolved from a district level.Annual evaluat