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edgehill.ac.uk/ls
Alison Mackenzie
Learning Services
Edge Hill University
Revitalizing strategic planning:introducing the balanced scorecard
edgehill.ac.uk/ls
Learning Services
Staff: 123
Divisions: Academic Liaison and Support (including support for student with a SpLD); Customer Services; Information Resources; Media & ICT support; Learning Technology Development.
Distribution: Located in a number of buildings across campus and NW region.
edgehill.ac.uk/ls
2005/6 Changes to organisational structure
New divisional and team structure introduced
SWOT analysis used as a means of critical reflection
Individual performance reviews- demonstrated excellent delivery on objectives
BUT
SWOT analysis lacked criticality
Insufficient external scanning
Lack of performance measurement/ lack of data
Evidence…what evidence?
Background & Context
edgehill.ac.uk/ls
AimsTeams• Improved awareness of competitive impact• Encouragement of greater autonomy and
ownership of priorities• Development of robust evidence base• Target individual/team development using
SMART objectives
Service• Planning informed by a robust evidence base• Challenge status quo – create opportunities for creative problem solving• Stretch individuals to work beyond their comfort zones• Development of higher level transferable skills
edgehill.ac.uk/ls
Drivers for evidence based practice University introduced new strategic plan 2008-11
Learning Services:
To be ahead of the game (or as good as…)
To inform our operations, developments and continuous improvement cycle
To support funding bids/additional resourcing and services
To prove our ‘worth’ – value for money, our importance to the University
To measure our impact on the student experience
edgehill.ac.uk/ls
Local adaptation of the BSC
Customer focus
Internal efficienci
es
Cost effectivene
ss /VFM
Learning &
Innovation
edgehill.ac.uk/ls
Perspective 1
Customer focus
Internal efficiencie
s
internal workflows, procedures, communication within the team and with other teams/individuals across and beyond the service designed to help you maximise the deployment of individual staff skills and expertise
edgehill.ac.uk/ls
Customer
focus
Learning &
innovation
Perspective 2Staff development, review of roles & responsibilities, analysis of skills gaps, pilots of new initiatives, new approaches to existing services
edgehill.ac.uk/ls
Perspective 3
Customer
focus
Cost effectiveness /vfm
Budget, existing contracts, service level agreements, internal consultancy, staff roles & responsibilities
edgehill.ac.uk/ls
Lead perspective
Customer focus
Feedback and assessments, satisfaction ratings, service quality, access and uptake, alignment with stakeholder priorities, relationship building
edgehill.ac.uk/ls
ApproachIntroduction (Managers)Preparatory guidance / examples
Local organisationWhole team approach
SMART objectivesLocal interpretation of the BSC
edgehill.ac.uk/ls
Feedback on process
Initial introductory sessions essential to developing an understanding of the general principles Managers adopted different approaches Varying levels of analysis Successful engagement dependent on understanding of BSC and performance measurement more generally Communication/ acceptance of change variable across teamsCapture of outputs/presentation of objectives open to local interpretation
edgehill.ac.uk/ls
Critical success factorsManagers:
Preparation and planning is key
Need to understand BSC as planning /performance measurement tool
Advance documentation circulated to teams -manage expectations
Use data/evidence to inform decisions
Team participation
Focus on customer
Developments informed by data/evidence
Team members can/do influence how objectives are delivered
Individual responsibilities assigned
Thank you