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Angela Maria DUggento, Massimo Iaquinta,Vito Ricci
Universit degli Studi di BariDirezione Analisi Statistica Area
Studi, ricerche e programmazione Staff di Rettorato
Statistical modelling for University Evaluation: an
International OverviewUniversit di Foggia- Mattinata (FG), 5th-6th
September 2008
A New Approach in University Evaluation: the Balanced
Scorecard
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A New Approach in University Evaluation: the Balanced Scorecard
The balanced scorecard (BSC) is a strategic planning and management
system used to align business activities to the vision and strategy
of the organization and to monitor organization performance against
strategic goals.
It embodies a set of measures that gives top managers a quick
but exhaustive vision of the business; in fact, it complements the
financial measures with operational measures on: 1) customer
satisfaction; 2) internal processes 3) organizational innovation;
4) improvement activities (Morard et Stancu, 2005).
It was created by Kaplan and Norton as a performance measurement
framework that added strategic non-financial measures to
traditional financial ones (Kaplan, Norton 1992).
Balanced scorecard: a definition
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A New Approach in University Evaluation: the Balanced Scorecard
The BSC has evolved from its early use to a full strategic planning
and management system (Kaplan, Norton 1996). Born in the business
managerial field, in the last decades it has drawn the attention of
public administrators, becoming a useful tool to carry on
evaluation during years.Some foreign Universities have adopted the
BSC: Edinburgh (UK), San Diego, California (USA), Bond (Australia).
Any Italian University has not a BSC but its currently used either
by private companies or by Public Administration (Health Care,
Local Government, etc).
Balanced scorecard
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A New Approach in University Evaluation: the Balanced Scorecard
Balanced scorecard: the 4 traditional PerspectivesFinancial: it
concerns with economic and financial aspects;
Stakeholders: this perspective allows the Organization to fit
outcome metrics to customers needs and expectations;
Internal process: its the perspective of operational
processes;
d)Learning and Growth: it includes employee training,
empowerment, informative systems.
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A New Approach in University Evaluation: the Balanced Scorecard
BSC: traditional perspectives relations
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A New Approach in University Evaluation: the Balanced Scorecard
Balanced scorecard: main stepsSpecification of strategic objectives
and goalsDefinition of a Strategical Map to highlight cause and
effect relationships among strategic objectives Selection of the
KPA (key performance actions) and the KPI (key performance
indicators)Implementation of the BSC dashboard for monitoring and
evaluation
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A New Approach in University Evaluation: the Balanced Scorecard
The Balanced scorecard of the University of Edinburgh/1Four
perspectives and performance indicators
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A New Approach in University Evaluation: the Balanced Scorecard
The Balanced scorecard of the University of Edinburgh/2Four
perspectives and performance indicators
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The Balanced scorecard of the University of
Edinburgh/3Specification of the single indicator (1)
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The Balanced scorecard of the University of
Edinburgh/4Specification of the single indicator (2)
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A New Approach in University Evaluation: the Balanced Scorecard
A BSC for an Italian University: the revised Perspectives(Del Sordo
et al, 2007) dStudents (Academic Courses)(needs and
expectations)Community (Research)
Learning and Growth (employee training, empowerment, informative
systems.)Internal processes (operational processes)Economic and
financial(efficency & efficacy)
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A New Approach in University Evaluation: the Balanced Scorecard
Introduction of MiUR five Guidelines and Indicators about
University Planning 2007-2009 (MiUR, DM n.362/07 e DM n. 506/07)
into the BSC standard frame;
2)Translation of the six guidelines of Bari University Planning
into the four BSC traditional dimensions. A BSC for University: Our
proposal
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A New Approach in University Evaluation: the Balanced Scorecard
The perspective Stakeholders would be divided into 4 sections
(Figure 1): Academic courses,Development of scientific research,
Relationship with territory, Internationalization programs so
representing all the possible players: students and their families,
researchers, local, domestic and foreign Institutions and firms.A
BSC for University: Our proposal
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A New Approach in University Evaluation: the Balanced Scorecard
Figure 1 - BSC Perspectives and Guidelines of University
planning
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A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: MiUR Guidelines & Evaluation Fields (from
DM 506/2007)
Academic courses (3 indicators)Scientific Research (5
indicators)Services to Students and Researchers (5
indicators)Internationalization Programmes (4 indicators)Teaching
and non-teaching staff policies (4 indicators)Relationships with
territory (Bari Plan 2007-2009)
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A New Approach in University Evaluation: the Balanced Scorecard
A BSC for Bari UniversityStrategic objectives, Initiatives/actions
& targets
Key Performance Indicators
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A New Approach in University Evaluation: the Balanced
Scorecard
A BSC for University: some performance indicators of Bari
University
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A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: work in progressIf implemented in Italian
Universities, BSC could represent:a standardized model and as a
reporting tool for decision-makers and stakeholders;a framework to
measure the multidimensional performance of the University
(intellectual & relational capital), whose core business is
producing and offering knowledge intensive services and to maximize
students satisfaction;a modern and integrated approach,
particularly appreciated by the University management which,
sometimes, hardly succeeds in monitoring, at the same time, several
variables which are usually untied;an instrument to rationalize
data collection and to minimize information overload
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A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: work in progressThere is no doubt that one
criticism of the BSC is its construction.Sometimes, the
conceptualization is very hard to apply in a university
environment, but a modeling of the system is required as a starting
point (how many Italian universities have mapped their internal
processes ?).
As to the methodological approach, in recent years the research
directions include the structural equation modeling, encompassing
Partial Least Squares models, and the multivariate approach, in
addition to the traditional statistical techniques.
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A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: work in progressStructural equation model
provides the estimation of multiple interrelated dependent
relations between variables and also the investigation of latent
variables.
PLS regression, generalizing and combining features from
principal component analysis and multiple regression, is
particularly useful to predict a set of dependent variables from a
very large set of independent variables.
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A New Approach in University Evaluation: the Balanced
Scorecard
the introduction of a BSC concerning the whole Italian
Universities System (using mean or median of single Universities
indicators with also standard deviation). It could be a useful tool
for the Italian Ministry of Higher Education;a standardized
instrument of benchmarking among Italian Universities;after
measuring and managing performances, an instrument to evaluate
them, either at the whole University level or at Faculty or
Department level;to apply a structural equation modeling in a
rationalization tentative of BSC (Morard & Stancu, 2005)
A BSC for University: further developments
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