Simo SusiluotoCEO, Principal

Adulta, Institute of Further Education

Finland

ADULTA, INSTITUTE OF FURTHER EDUCATION

• Adult training centre, located in Southern Finland

• Founded in 1972, incorporated company since 1995

• Facilities:Järvenpää, Tuusula, Kerava, Vantaa and Helsinki

• Nearly 9000 students in 2004

• 184 staff in 2004

• Turnover for 2004 13,5 million EUR

• ISO 9001 quality certification since1998

ADULTA, INSTITUTE OF FURTHER EDUCATION

• Owned by four municipalities (Järvenpää, Kerava, Tuusula and Mäntsälä)

• Main building in Järvenpää, 45 km north from Helsinki, 8 satellites in the metropolitan area

• Mission statement: Our institute responds to the development needs of its customers by producing flexible high quality adult education and constultative services

SERVICES OFFERED BY ADULTA

• Training courses for unemployed people

• Self-motivated education

• Courses for private individuals

• Apprenticeship training

• Training need surveys

• Tailor-made courses for companies

• Planning and subcontracting services

• Production services

• Consultative services

• Accommodation services

• Each course is an individual, separetely priced training product

ADULTA´S VALUES

• The ClientValuing our clients, striving for their success and emphasing the confidentiality of the client relationship.

• Quality and profitabilityEmphasising high quality training and good financial results.

• Change and opportunitySetting our sights on the future, embracing change and the opportunities for continual learning and development.

• Motivation and professionalismCreating a happy working environment that motivates our capable staff and ensures professionalism.

SALES GROWTH

1991

1992

1993

1994

1995

1996

1997

1998

1999

2000

2001

2002

2003

200

4

14,0

12,0

10,0

8,0

6,0

4,0

2,0

0,0

Milj. euro

FINANCING 2001-2004 %

0

2000

4000

6000

8000

10000

12000

14000

16000

employment training

2001 2002 2003 2004

self-motivated educationapprenticeship training training for companiesbasic training other incomes

AGES DISTRIBUTION FOR THE STUDENTS

1400

1200

1000

800

600

400

200

020-24 25-29 30-34 35-39 40-44 45-49 50-54 55-5960-64

1988

OPERATIVE PLANNING PROCESS IN ADULTA

Future megatrends

Adulta vision 2003, 2006(Balanced Scorecard)

Image survey (values)

Quality auditionISO 9001(values)

Adulta strategies, objectives 2003,2006

(Balanced Scorecard)

Mission The Board

Division Balanced Scorecard

Team BalancedScorecard

Atmosphere surveyof the company (values)

Student feedback(values)

Team appraisals

Team developingobjectives and personal

developing plans

Key resultsfor the team

The result arguments

of the division

Budget 2004

PedagogicalDevelopment

MANAGING DIRECTOR PRINCIPAL

PEDAGOGICAL LEADERSHIP Vice Principal

Executive Secretary

ADMINISTRATIONDirector

INDUSTRIAL DIVISIONDirector

TECHNICAL DIVISIONDirector

IDADirector

ARTOPrincipal

BUSINESS UNITDirector

Communication and Culture

Quality

Matrix and special teams

IT Systems

Sales and Marketing

Personnel Unit

Finance

Enterprise and Leadership

Finance

Customer Service

IT Training

MaRaCat

Customer Relations

Catering

ARTO = Adulta radio and television instituteIDA = International Development Centre of Adulta

PreparatoryTraining

International Trade

Immigrannt Training

Internat. Hotel and Tourism

Language and Culture

Sales

Secretarial

Services

Projects

Metalwork & Welding LEHI

Automation or KAT

Measurement

Construction Technology

Projects & Development

Metal Sales

Adulta Consulting

Workshop

Information Technology

Automation

Electricity

Data Communications

IMPORTANCE OR SHARED VISION AND STRATEGY

• On one hand, organizations set contrasting corporate objectives

• On the other hand, successful organizations know the following:

• What they have to accomplish to create corporate values

• How they can commit themselves to common corporate goals

LONG-TERMPROFITABILITY

PRODUCTIVITY

MARKET SHARE

QUALITY

SALES

PROFITABILITY PER BUSINESS UNIT

COSTREDUCTION

PERSONELGOALS

SHORT-TERMPROFITABILITY

CUSTOMERSATISFACTION

BALANCED SCORECARD FIVE KEY FACTORS

• Clarifies the company vision and fulfills its strategy through follow-up and measurement

• Leads the organization operations towards the desired future

• Reveals the organization to its employees, how their input is an important part of the overall operations; (coverage and commitment)

• Compensates traditional methods of economic analysis with more flexible strategy based measurements allowing more relevant points of view.

• Simultaneously creates an overall plan and also considers the reasons and relationships which define the organization.

GENERAL FRAMEWORK FOR DEVELOPING MEASURES

source: Olve-Roy-Wetter (1998)

Implementation PlanWhat kind of action plan can guarantee success?

Vision

Strategic objectivesIf we achieve our vision, where do we stand?

Success FactorsWhat kind of decisive success factors can affect the main strategic goals?

Key MeasuresWhat kind of measures can describe significant strategic orientation?

FinancialPerspective

CustomerPerspective

BusinessProcessPerspective

Learning & GrowthPerspective

Perspectives

GENERAL FRAMEWORK FOR DEVELOPING MEASURES

source: Olve-Roy-Wetter (1998)

Vision

Perspectives

Strategic objectivesIf we achieve our vision, where do we stand?

Success FactorsWhat kind of decisive success factors can affect the main strategic goals?

Key MeasuresWhat kind of measures can describe significant strategic orientation?

Implementation PlanWhat kind of action plan can guarantee success?

CustomerPerspective

BusinessProcessPerspective

Learning & GrowthPerspective

FinancialPerspective

Adulta Oy Team/Division:

MISSION:

BALANCED SCORECARD 2005 Compiled: Printed: 21.4.2023 1(1)

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VISION 31.12.2005 STRATEGIC ALIGNMENT CRITERIA FOR SUCCESS MEASUREMENTS INITIATIVES

THE BALANCED SCORECARD´S FRAMEWORK OF LINKED CAUSE-AND-EFFECT RELATIONSHIP

FINANCIALSCORE

CUSTOMERSCORE

BUSINESSPROCESSSCORE

LEARNING & GROWTHSCORE

BALANCED SCORECARD STRUCTURE IN ADULTA

Adulta 2008VisionStrategiesSuccesFactories

Business Div.VisionStart. 2008Succfact.

Techn. Div.VisionStart. 2008Succfact.

Met. Engin. Div.VisionStart. 2008Succfact.

Internat. Div.(IDA)VisionStart. 2008Succfact.

TV/radio Inst.(ARTO)VisionStart. 2008Succfact.

Administrat.VisionStart. 2008Succfact.

Adulta 2005VisionStrategiesSuccesFactoriesIndicatorsProjects

Business Div.VisionStart. 2005Succfact.IndicatorsProjects

Techn. Div.VisionStart. 2005Succfact.IndicatorsProjects

Met. Engin. Div.VisionStart. 2005Succfact.IndicatorsProjects

Internat. Div.(IDA)VisionStart. 2005Succfact.IndicatorsProjects

TV/radio Inst.(ARTO)VisionStart. 2005Succfact.IndicatorsProjects

Administrat.VisionStart. 2005Succfact.IndicatorsProjects

Each training division is to produce OnLine training commercially, especially for OPSO (apprenticeship) training.

Adulta OnLine becomes established practice and is in part commercially available.

A new online learning environment.

- there will be 700 students taking training with an online learning component by 1.11.2005 - there will be 40 training courses incorporating online learning by 1.11.2005- the number of trainers to have completed online pedagogical training to be 50 by the end of 2005

An ongoing programme of preparatory training for trainers in online pedagogy. /ESOk.

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Operations are profitable in all training areas.

Training products grow in accordance with preliminary estimates at approx. 5 % over 2004.

Adulta’s profit is 2 %.

All training areas have several training projects where funding is combined methodically.

Each team’s financial results are followed by division directors at all times.

The Board reviewed/evaluated 25.5. – 26.5.2005.

There is sufficient awareness concerning sources of funding in every training area and team.

New premises and training areas are profitable.

Budjets are realised.

All training divisions have sometraining with common sources of funding. Ok.

Training about sources of funding (A).

VISIO 31.12.2005 STRATEGIC ALIGNMENT CRITERIA FOR SUCCESS MEASUREMENTS INITIATIVES

Adulta has selected the strategies and points of emphasis that will enable it to become a country-wide training provider.

Adulta is a desirable cooperation partner.

High quality training carried out by Adulta. Practical on-the-job training carried out according to objectives.

Adulta has functional and up-to-date IT systems, which support and serve operations.

Following preparation of each division in spring 2005, the administration is to name the areas which will have a special focus (3-5).

A partnership strategy is put together in spring 2005.

Emphasis is placed on the organization and planning of training and on student customer service.

Employment through work placement is furthered by guidance and the acquisition of more training places.

Continuous development of IT systems.

Professional competences for the chosen areas of emphasis are defined and the first steps towards necessary development are taken. Sufficient funds for investment are allocated in the budget for 2005 to ensure that the chosen project areas can start accordingly. Cooperation partners are found that will bring added value to both sides and in significant areas for Adulta. Adulta’s training processes are in order and harmonised where applicable. Bonus incentives foster greater work commitment. Feedback from OPAL is always methodically reviewed in the training divisions.

Comprehensive use of IT systems

The number of cooperation agreements is established in accordance with the partnership strategy.

All required OL course programmes are approved.. Functional working tools and methods for planning and follow-up are available and in working order. Student feedback grades for practical on-the-job training are at least 3.65 for all training divisions.Less than 39% of students to remain unemployed after three months of employment office funded vocational training. Measurements are found to gauge the use of IT systems in training departments and teams.

The board decides the criteria for selecting relevant areas of focus. 1/05. Ok.Training divisions prepare development plans and budgets. K05. Ok.

The partnership strategy is carried out.

The form, content and methods of putting together study plans are reviewed and renewed to a suffficient degree. (ES). Ok.

Training is bought for NTM (training for specialists in competence-based examinations). Benchmarking related to the central processes is done between divisions amd especially with cooperation partners. (Peto). Ok.

Renewal plans for IT systems are checked. (LN ja ES).IT training programmes are made more efficient. Ok.

Adulta OnLine becomes established practice and is in part commercially available.

Each training division is to produce OnLine training commercially, especially for OPSO (apprenticeship) training.

- there will be 700 students taking training with an online learning component by 1.11.2005 - there will be 40 training courses incorporating online learning by 1.11.2005- the number of trainers to have completed online pedagogical training to be 50 by the end of 2005

An ongoing programme of preparatory training for trainers in online pedagogy. /ESOk.

A new online learning environment.

BALANCED SCORECARD FOR ADULTA LTD (1)

Operations differ according to target groups: • general government• large corporations• small and medium-sized companies• private individuals

Immigrants are provided with a path leading to vocational training.

Guidance for on-the-job training is developed

To be an expert partner in the minds of our customers and to be wanted for long-term development projects.

Client maintenance is long-term and methodical

Clarification of the benfits and methods for carrying out blended learning programmes in small- and medium-sized enterprises

Immigrants are familiar with Leo’s range of training

A model is created for the evaluation and guidance of on-the-job training

An average grade 4 for point 7 on company client feedback questionnaires.

Benchmarking of Kuopio sme programme. Partly in progress.

40 immigrants in vocational training. Ok.

Student feedback to be an average of 3,5 in training organised by LEO

Marketing and sales plans, follow-up procedures established as working tools for company groups. Ok. Benchmarking of Kuopio adult education centre’s sme-programme and clarification ofbenefits of initiating/operating a corresponding programme. K-U/IA. To be carried out in the autumn.Systematic notification about career guidance from the start/IDA. Ok. Current practice of initiative clarified/ team leaders/ JH/KH

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Investment resources to be used to develop operations

Existing key products to be further improved. Ok.

We are able to make full use of our know-how concerning funding for training

Training support services and classroom facilities are of good quality and functional

Tailoring of training to target groups in line with core conceptsOk.

Sufficient awareness of sources of funding in all teams

Feedback from students to be at least 3.6 in all areas.

Feedback from customers and students.

Training about the organization for all teams involved in vocational training Ok.

Sufficient office services/IA, increase in resources/IA, “updating” of premises /Board. Ok.

Planning and evaluation of training following to common guidelines. Ok.

Feedback utilization/review in teams to be standard practice in team meetings. Ok.

Development days and training concerning for teams about sources of funding/ training managers IA.. Ok.

VISIO 31.12.2005 STRATEGIC ALIGNMENT CRITERIA FOR SUCCESS MEASUREMENTS INITIATIVES

LEO is considered to be a good workplace

We are able to identify the present and future comptence needs of the workplace

Cooperation between teams works well within a common leadership structure

Varied cooperation developedwith interest groups

Use of the new learning environment

The system of organizing activities is documented

Information from work climate surveys is used in the development of activities

We will participate methodically in the same cooperation groups as our partners

All teams allocated resources for study of the online learning environment

Description is present, team agreements updated. Ok.

Response rate 75%.

Common methods of working are agreed between teams and work is begun. Ok.

At least 60 % of LEO personnel to receive training in the new online learning environment. Ok.

Common methods of working are agreed/Team agreements. Ok.

Review and suggestions for development by team/ teamleaders/IA.Ok.

Performance appraisals to be done in teams/IA. Ok.

Each team allocated an online tutor/team leaders. Ok

Leo’s product environment is quality-oriented

We offer our customers better value than our competitors

Empl.Off. 760t€Voc. Qual. 96Appren. 1.261Supp. 904Noste 180Company 228Voluntary 60Other 855Total 4.344 t€

The results of all teams to be positive after administrative costs subtracted

LEO’s balanced scorecard review/evaluation carried out 25.5 - 26.5. 2005.

Knowledge of financial matters to be further increased

Provisions 1: 14 %. In the budget following a correction.

Training about financial matters relating to teams /IA. Ok

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We are able to identify the present and future competence needs of the workplace

All teams allocated resources for study of the online learning environment

At least 60% of LEO personnel to receive training in the new online learning environment. Ok.

Each team allocated an online tutor/team leaders. Ok.

Ok. Ok.

Ok.

Ok.

Ok.

Ok.

Ok.

Ok.LEO’s balanced scorecard review/evaluation carried out 25.5 - 26.5.2005.

BALANCED SCORECARD FOR BUSINESS DIVISION (LEO)

The team develops its transparency, cooperation and communication directed at companies.

We develop training products in collaboration with companies

We are a well-known and respected trainer in IT company and community training investments.

In our training we listen to the customer and emphasise results.

Training towards diplomas

A strategy for taking care of clients. Increased awareness about clients. Accurate segmentation and selection of target groups.

A project to produce web-based study materials. (eTieNet)

Customer feedback of at least 4.1 In particular feedback about suitability of training to be at least 4.0.

At least 2-3 new long-term company clients.

Sales of web-based courses to account for 10 % of total sales.

Each team member’s personal share of sales to be 5% of the team’s total sales as a personal sales target.

Thorough marketing and sales plans created for the team.

Drawing up of plans for customer care.

Description and distribution of target groups.

Follow-up and analysis of competition.

eEemeli competition

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We will seek well-known cooperation partners through seminars and projects.

We will concentrate our resources in the development of our products and services by working in close cooperation with the client.

New and existing models of cooperation and their continuing development.

Participation in future projects – staying on the pulse of the times.

We will participate in at least two nationwide development or training projects.

Participation in Tieke’s nationwide IT security project.

Acquisition of supplementary vocational training development project/state funding.

VISIO 31.12.2005 STRATEGIC ALIGNMENT CRITERIA FOR SUCCESS MEASUREMENTS INITIATIVES

Our team is Adulta’s foremost expert on online learning from the point-of-view of both content and guidance.

Each team member has a good command of the online learning environment and is able to advise clients.

We continue to develop content for online-learning programmes, and methods for exploiting the online learning environment as well as developing the whole team’s competence in this area.

Staff motivation and training.

Each team member takes personal responsibility for an area of development.

Successful resources which meet requirements.

• Staff in personal training for five days• Training for the team of one day• Online training two days• Product training half a day• sales and marketing training for one day• NTM (training for specialists in competence-based examinations) one day

Each team member is provided with a personal knowledge and skills development plan.

Personal Development plans

Competence profiles correlation with best-selling products and services

We will participate in nationwide training projects and find new cooperation partners.

We are Finland’s highest quality IT trainer�

Results from company training, development projects and supplementary vocational training

Cooperation beyond team and departmental borders as well as with outside partners.

We will increase the amount of online learning and emphasize our long-term clients

Selling competence.

More effective use of resources.

Quality and the comprehensive monitoring of the whole process of customer care. Exceeding customer expectations

The team achieves its targets for results.

Over 50% turnover.

Better allocation of resources (mental and physical) and utilization of know-how.- Resource calendar- Training programmes for clients- Increased sales through a sales campaign

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Our team is Adulta’s foremost expert on online learning from the point-of-view of both content and guidance.

• Staff in personal training for five days• Training for the team of one day• Online training two days• Product training half a day• sales and marketing training for one day• NTM (training for specialists in competence-based examinations) one day

BALANCED SCORECARD FOR DATACOMMUNICATIONS-TEAM

TEAM COMPETENCY

TEAM TASK

NAMES OF TEAM MEMBERS

Competency level

Completely competent

Nearly competent

Half competent

Partially competent

Requires training

Competence no needed

INFORMATION TECHNOLOGY -TEAM

1. Team margin (€)

TARGET 1:

TARGET 2:

Adulta Oy, Technical SectorJ. Jussila

2. The teams’s sales to the privaty sector (share of turnover)

TARGET 1:

TARGET 2:

3. The team’s internal and external jointoperations

TARGET 1:

TARGET 2:

A Company’s basis for Strategy – Excellent Performance and Competitiveness

Balanced Scorecard and EGQM

EFQM Excellence

General Performance Evaluation

Are we doing the right things?

Cross sectional inspection – Historic and present day; where are we now?

Context independent – General Solution

Full coverage; different issue by issue emphasis

Fact based, working towards objective based evaluations

Not judgmental of imbalance or of ongoing evaluation

Health Inspection – An evaluation of the present organization; how are we?

Balanced Scorecard

Performance strategy, Towards A solid foundation

Are the correct issues being addressed?

Long term Inspection – From present to the future, where do we want to go?

Context dependent – organization specific solution

Selection, based upon targeted strategic principles

Vision Based:Subjective and Value Based

A whole from balancing the influence of different issues recognizing the relationships

Fulfilling the Strategy through regular principled evaluation of chenges, what if scenarios?

• Advance Methods

Top Down: management – Entire Organization

Pilot: management – Entire Organization

Management Scorecard Only

Entire organization at the same time

Comes to provide direction for the concern

Simultaneous pilots

Either in use jointly or then by individual daparments / divisions

There are actually no correct advanced methods; only advanced quantity of goals and an accompanying organization culture.

NOT WORK ACCORDING

TO TRAINING, BUT TRAINING

ACCORDING TO WORK

THANK YOUFOR YOUR ATTENTION