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Edgehill.ac.uk/ls Alison Mackenzie Learning Services Edge Hill University Revitalizing strategic planning: introducing the balanced scorecard.

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Presentation on theme: "Edgehill.ac.uk/ls Alison Mackenzie Learning Services Edge Hill University Revitalizing strategic planning: introducing the balanced scorecard."— Presentation transcript:

1 edgehill.ac.uk/ls Alison Mackenzie Learning Services Edge Hill University Revitalizing strategic planning: introducing the balanced scorecard

2 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.

3 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

4 edgehill.ac.uk/ls Aims Teams 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

5 edgehill.ac.uk/ls Drivers for evidence based practice University introduced new strategic plan 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

6 edgehill.ac.uk/ls Local adaptation of the BSC

7 edgehill.ac.uk/ls Perspective 1 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

8 edgehill.ac.uk/ls Perspective 2 Staff development, review of roles & responsibilities, analysis of skills gaps, pilots of new initiatives, new approaches to existing services

9 edgehill.ac.uk/ls Perspective 3 Budget, existing contracts, service level agreements, internal consultancy, staff roles & responsibilities

10 edgehill.ac.uk/ls Lead perspective Feedback and assessments, satisfaction ratings, service quality, access and uptake, alignment with stakeholder priorities, relationship building

11 edgehill.ac.uk/ls Approach

12 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 teams  Capture of outputs/presentation of objectives open to local interpretation

13 edgehill.ac.uk/ls Critical success factors Managers: 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

14 Thank you


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