Balanced Scorecard
Divisional Retreat
2006
Division of the Vice President for Business Affairs
Retreat Agenda
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Balanced Scorecard Review
Progress to Date
Where are we Headed?
What’s our Task?
Human Resource Services
Microsoft Business Manager Software Demo
The Executive Leadership Team
Cynthia Vizcaíno Villa
Carlos Hernandez
Dr. Victor Pacheco
Greg McNicol
Andrew Peña
Dr. Roy Mathew
Laura Granado
The Executive Leadership Team
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Provides
Overall Leadership
 Direction
 Ownership of the Balanced Scorecard
program policy
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The Executive Leadership Team
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Dedicates resources necessary
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Champion the Balanced Scorecard in
the organization
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Set Strategic Foundations
What is the Balanced Scorecard
A strategic management system that provides
stakeholders with a comprehensive measure of
how the organization is progressing towards the
achievement of its strategic goals.
What is the Balanced Scorecard
Balances:
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Financial and non-financial measures
Short and long-term measures
Performance drivers (leading indicators) with
outcome measures (lagging indicators)
What is the Balanced Scorecard
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Leads to strategic focus and organizational
alignment.
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Contains just enough data to give a
complete picture of organizational
performance
What is the Balanced Scorecard
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It is not a report card.
Why Implement the Balanced
Scorecard?
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To achieve strategic objectives
To increase quality and efficiency
To eliminate non-value added efforts
To align customer priorities and
expectations with strategy
Why Implement the Balanced
Scorecard?
Track progress
 Evaluate process changes
 Continually improve
 Increase accountability
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Why Implement the Balanced
Scorecard?
The Balanced Scorecard
Strategic Management System
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Enhance operational day-to-day decision-making by
regularly reviewing BSC
Success of initiatives are based on DATA and not on
opinion
Leading indicators are evaluated to confirm accuracy
of assumptions
Why are we taking this journey?
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To focus efforts across the Division towards a
single strategy
To improve our Division’s effectiveness and
efficiency
To enhance the culture and climate of our Division
Why are we taking this journey?
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To help us prioritize daily activities
To measure our progress towards improvement
To assist us with making the decisions that will
ensure delivery of high quality services to the
campus community
THE BALANCED SCORECARD
FINANCIAL/STEWARDSHIP
To satisfy our constituents,
what financial & regulatory
objectives must
we accomplish?
CUSTOMER
To achieve our mission,
what customer needs must
we serve?
INTERNAL
To satisfy our customers and
stakeholders, at which work
processes must we excel?
CAPACITY BUILDING
To excel in our processes, what
knowledge, tools, and skills must
our organization have?
Financial/Stewardship Perspective
Question:
To satisfy our constituents, what financial and
regulatory objectives must we accomplish?
Performance Measures:
Cost/Unit
Unfunded Requirements or Projects
Cost of Service
Budgets Projections & Targets
Customer Perspective
Question:
To achieve our mission, what customer needs
must we serve?
Performance Measures:
Customer Satisfaction
Satisfaction Gap Analysis
Satisfaction Distribution
Internal Process Perspective
Question:
To satisfy our customers and stakeholders, at which
work processes must we excel?
Performance Measures:
Cycle Time
Errors or Re-work
Completion Rate
Workload & Employee Utilization
Transactions per Employee
Capacity Building Perspective
Question:
To excel in our processes, what knowledge, tools, and
skills must our organization have?
Performance Measures:
Employee Satisfaction
Retention & Turnover
Training Hours & Resources
Investment in Technology
Questions we should be asking ourselves:
 Does our Division have the right priorities, goals
and objectives to achieve the University’s priorities,
goals, and objectives?
 Do our departmental priorities, goals, and
objectives align with the mission and vision of the
entire Division? Do they align with the mission
and vision of the University?
Questions we should be asking ourselves:
 Are we doing the right things in the right way to
accomplish our priorities, goals, and objectives?
 How do we know if we are fulfilling our priorities,
goals, and objectives?
Questions we should be asking ourselves:
 Are the managerial decisions made using real time
data or historical information? Are they driven by
data?
 Are we pro-active or reactive as an organization?
VPBA Divisional Compact
Short Term Priorities
1. Resource Development to Build Capacity
2. Research Development
3. Improving Undergraduate Student Success
4. Graduate Programs Development and Expansion
5. Increased Efficiency
VPBA Divisional Compact
Short Term Priorities
6. Campus Growth Management
7. Responsive, Effective, and Quality Infrastructure
Support Service
8. Stewardship over Human, Financial, and Physical
Resources and Ensuring Compliance with Federal,
State, and UT System Mandates
VPBA Divisional Compact
Long Term Priorities
1. Resource Development, Re-allocation, and
Sustainability
2. Stabilization, Competitiveness, and Sustainability of
Graduate Programs
VPBA Divisional Compact
Long Term Priorities
3. Enrollment Management and Recognition as a
National Model for Education of Hispanics
4. Sustained Growth of Externally Funded Research
Enterprise
Progress To Date
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Accomplishments
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Employee & Customer Satisfaction Surveys
Results
 Baseline & Benchmarking
 Comments & Contacts
 More to Come
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2.8
2.0
1.0
3.4
3.4
3.4
Financial Services
pecial Facilities Management
Purchasing and General
Services
Facilities Planning and
Construction
PACE
Bookstore
Financial Reporting
Parking & Transportation
Services
3.5
3.7
Miner Gold Card
3.6
Institutional Compliance
4.0
Special Events
Environmental Health and
Safety
3.3
Student Business Services
3.0
3.3
3.3
3.2
3.2
3.3
3.2
Budget
3.0
Human Resource Services
3.0
Facilities Services
Police Department
3.0
Sodexho Food Services
Vice President for Business Affairs
Summary of Overall Ratings
UTEP – Employee Satisfaction Survey: Fall 2005
Sequenced Low to High: All Respondents
4.0
Maintenance Services
Bookstore
Purchasing Office
Grounds Services
Human Resource Services
Payroll
Miner Gold Card
3.5
Contracts and Grants
Accounting
Sodexho Food Services
(Catering)
3.4
3.5
3.33
Accounts Payable
Custodial Services
1.0
3.18
Police Department
2.0
3.2
Student Business Services
2.4
3.1
Sodexho Food Services (Retail)
3.0
3.1
3.21
3.0
3.1
2.9
3.0
3.1
3.28
Facilities Planning and
Construction
Parking and Transportation
Services
Vice President for Business Affairs
Summary of Overall Ratings
UTEP – Customer Satisfaction Survey: Spring 2006
Sequenced Low to High: All Respondents
4.0
Progress To Date
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Accomplishments
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Division-Wide Training
Directors
 Assistant Directors/Mid-Management
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Progress To Date
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Accomplishments
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Departmental Level Scorecards
Developed
 Updated
 Performance Measures
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Specific
Measurable
Achievable
Realistic
Timely
Progress To Date
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Accomplishments
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Balanced Scorecard Software Identified
Microsoft Business Scorecard Manager
 Data Retrieval
 Testing Period
 Facilities Services Test Department
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Progress To Date
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Where do we stand?
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Microsoft Business Scorecard Manager Software
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Departmental Scorecards
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Functionality
Updating and Refining
VPBA Level Scorecard
Where are we Headed?
What’s Our Task?
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VPBA Level Scorecard
Development
 Integration of Departmental and VPBA Scorecards
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Linking to VPBA Level Scorecard
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How can my department contribute to overall goals?
Objectives
Performance Measures
Strategic Initiatives
Defining the data and what it means
Where is my data located?
What’s Our Task?
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VPBA Level Scorecard
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Performance Measures
State Accountability Report
 UT System Accountability Report
 UTEP Compact
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What’s Our Task?
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SWOT Analysis
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Internal
Strengths
 Weaknesses
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External
Opportunities
 Threats
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Human Resource Services
Microsoft Business Scorecard
Manager Software
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How does it work?
Can it do math for my performance measures?
How will it look?
Who will have access to the scorecards?
Which department is the test department?
Microsoft Business Scorecard Manager
Demo
THANK YOU
Laura Granado
The University of Texas at El Paso
(915) 747-8873
[email protected]