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Metrics and Management Applying the results of the Balanced Scorecard

Metrics and Management Applying the results of the Balanced Scorecard. Jim Self Management Information Services University of Virginia Library www.lib.virginia.edu/bsc Northumbria International Conference on Performance Measurement in Libraries 30 July 2003. The Balanced Scorecard.

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Metrics and Management Applying the results of the Balanced Scorecard

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  1. Metrics and ManagementApplying the results of the Balanced Scorecard Jim Self Management Information Services University of Virginia Library www.lib.virginia.edu/bsc Northumbria International Conference on Performance Measurement in Libraries 30 July 2003

  2. The Balanced Scorecard • Focuses on a few measurements • Reflects mission and strategies • Provides a quick, but comprehensive, picture of the organization’s health

  3. Elements of the scorecard • Perspectives • Strategic Objectives • Metrics • Targets

  4. The scorecard measures are “balanced” into four areas • The user perspective • The finance perspective • The internal process perspective • The learning and future perspective

  5. Rationale for the BSC:Getting Control of the Data • Focus • Balance • Assessment • Intelligibility

  6. Introducing the BSC • Proposal from MIS in early 2001 • Approval by University Librarian • Administrative and Staff Meetings • Explain rationale • Cultivate support • Implementation in July 2001 • First year’s results in late 2002

  7. Choosing Metrics --Reflecting Values • What is important? • What are we trying to accomplish?

  8. Choosing Metrics --Being Practical • Use existing measures when possible • Use sampling • Collect data centrally • Minimize work by front line

  9. Setting the Targets • Specific targets indicating full success, partial success, and failure • Targets that are challenging, but not impossible

  10. The scorecard in practice • Experimentation and adaptation • Varied staff reaction • Responding to budget problems • Revision of mission and goals

  11. Metrics that worked • Internal services survey • Usability testing • Equipment reliability • Circulation of new monographs • Staff retention • Fundraising

  12. Problem metrics • Anything requiring paperwork • Unit cost of serials • Recalls

  13. Metrical progression • Turnaround time for re-shelving (Target1) • 2002: Shelve 90% of items within 4 hours of their return to the home library’s circulation desk with an average accuracy rate of 98%. • 2003: Accurately shelve 85% of all items by the end of the day following discharge.

  14. Future metrics • Diversity • Impact of training • Job Satisfaction • Employee salaries

  15. Presenting the Results

  16. Reporting More Detail

  17. Recognition • Library groups • Scorecard aficionados • University management

  18. Future prospects • More stability • More follow up • Connection with budget and evaluations?

  19. Assessing the scorecard • Provides only a snapshot • Reveals problems, not solutions • Encourages clarity and focus • Brings innovation and recognition • Institutionalizes assessment

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