the balanced scorecard a framework for accountability.pptVIP

The Balanced Scorecard: A Framework for Accountability Presenters: Maureen Pettitt, Skagit Valley College, WA Doug Whittaker, Washington State Board for Community and Technical Colleges “Colleges and universities are moving into a period when they will be expected to provide not only data on the attainment of defined outcomes…but also evidence that results have been attained at a reasonable cost. [They] will have to specify their aims, stand ready to justify activities, demonstrate their contribution to objectives, and defend the cost of the enterprise.” External Accountability Accountability performance indicators are developed for external audiences with limited areas of interest, resulting in measures that are “incomplete and one-dimensional views of performance.” Desired improvements are unlikely to occur “until performance measures are linked to the drivers of institutional effectiveness in a meaningful way.” State Performance Measures Internal Assessment To be useful internally, performance indicators must be tied to institutional values, goals, and objectives… …and the objectives must be translated into specific research problems that can be studied...and around which strategies for improvement can be developed. Balanced Scorecard After publishing several well-received articles in HBR, Harvard professors Robert Kaplan and David Norton released their book in 1996 Definition The Balanced Scorecard is a multidimensional framework that provides an ‘enterprise’ view of the organization’s overall performance by integrating financial measures with other key performance indicators. “Think of the balanced scorecard as the dials and indicators in an airplane cockpit. For the complex task of navigating and flying an airplane, pilots need detailed information about many aspects of the flight... They need information about fuel, airspeed, altitude, bearing, destination and other indicators that summarize the current and predicated environment. Reliance on