UC San UC San Diego Diego Financial Perspective How do we look to resource providers? Customer Perspective How do customers see us? Internal Process Perspective Are we productive and effective? Innovation & Learning Perspective How do our employees feel? The Balanced Scorecard Source: Kaplan and Norton Source: Kaplan and Norton
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UC San Diego Financial Perspective How do we look to resource providers? Customer Perspective How do customers see us? Internal Process Perspective Are.
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UC San DiegoUC San Diego
Financial Perspective
How do we look to resource providers?
Customer Perspective
How do customers see us?
Internal Process Perspective
Are we productive and effective?
Innovation & Learning Perspective
How do our employees feel?
The Balanced Scorecard
Source: Kaplan and NortonSource: Kaplan and Norton
UCSD MissionExcellence in Teaching,
Research & Patience Care
Financial PerspectiveIf we succeed, how will we lookto our financial stakeholders
UCSDBusiness
Framework
Customer PerspectiveTo achieve our vision, how must
we look to our customers
Process PerspectiveTo satisfy our customers, financialstakeholders, and mission, what
business processes must we excel at?
People PerspectiveTo achieve our vision, how mustour people learn, communicate,
and work together?
Source: Kaplan and NortonSource: Kaplan and Norton UC San DiegoUC San Diego
UC San DiegoUC San Diego
Strategic Game Plan
• Within limited resources, maintain the most critical support services that will sustain the excellence of the University’s academic and clinical programs.
• Simplify procedures and reduce workload for academic and clinical departments.
• Provide our customers with intuitive and flexible tools so they can be successful.
UC San DiegoUC San Diego
• Reduce cycle time and improve the performance of our essential support services to students, faculty, and staff.
• Provide appropriate development opportunities for University staff.
• Enhance the University’s system of financial controls so we maintain the public trust of our stewardship of campus resources.
Strategic Game Plan
UC San DiegoUC San Diego
• Disseminate, promote, and put into action UC San Diego’s Principles of Community.
• Enhance methods of communicating with our key customers.
• In the area of technology, migrate the campus to a set of standard protocols and tools that will allow for improved customer support in the future.
Strategic Game Plan
Strategic InitiativesWhat we need to do
Personal ObjectivesWhat managers and staff need to do
*Rating Scale: Excellent >3.8, Good >3.5, Marginal =>3.0, Low <3.0
*2-Box Ratio Scale: Excellent >10:1, Good >3:1, Marginal =>2:1, Low <2:1
Work on team building within Benefits staff to address leadership, team work, morale, organizational structure/changes, and decision making deficiencies within the organization through -Monthly group interaction meetings to elicit feedback on operations and team work, and -A retreat for all staff to review strategic and climate survey results and to develop action plans.Employ additional electronic measures for continued development of cost reduction strategies; e.g., local b enefits WEB page, electronic processes for retirement applications and loan financing, expansion of BENCOM IVR
CustomerCustomerPerspectivePerspective
InnovationInnovation& Learning& Learning
FinancialFinancialPerspectivePerspective
FinancialFinancialPerspectivePerspective
ProcessProcessPerspectivePerspective
ProcessProcessPerspectivePerspective
StrategicStrategicComponentsComponents
OpportunityOpportunityAssessmentAssessment
ChangeChangeChangeChangeNumericNumericGoalsGoals
ActualsActuals & &RatingsRatings
ActualsActuals & &RatingsRatings
UC San DiegoUC San Diego
What Have Been the Results?
• Increased Productivity
• Reduction in Costs
• Understanding Customer Needs
UC San DiegoUC San Diego
Million Dollar Challenge Program
• Background– Target - Generate $1,000,000
• Increased non-student revenue
• Reduced costs
• Over a period of 5 years
• Outcome– $891,189 within 2 years– Exceeded goal 3rd year
UC San DiegoUC San Diego
Carpet Procurement Program
• Background
• Direct purchase
• Direct contracting of installation
• Team project
• Outcome
• 5-year savings : $1,121,000
UC San DiegoUC San Diego
Custodial - Conditions in 1994
• Low Productivity
• High Cleaning Costs
• Low Customer Satisfaction
Costs/sq ft .94 centsCosts/sq ft .94 cents
Customer Satisfaction
2.5
2.7
2.9
3.1
3.3
3.5
3.7
1994
Acad.
Admin.
Target
UC San DiegoUC San Diego
Custodial - Results in 2002
• Productivity Increases
• Reduced Cleaning Costs- $560,000
• Increased Customer Satisfaction 3
3.13.23.33.43.53.63.73.83.9
4
1995 2002
Acad.
Admin.
Target
Customer Satisfaction
Costs/sq ft .84 centsCosts/sq ft .84 cents
UC San DiegoUC San Diego
Travel Reimbursement--1996
• High Level of Errors
• Average Cycle Time Over 20 Days
• Low Customer Satisfaction2.9
3
3.8
2.5
2.7
2.9
3.1
3.3
3.5
3.7
3.9
1996
Acad.
Admin.
Target
Customer Satisfaction
UC San DiegoUC San Diego
Travel Reimbursement--2002
• Error Level Reduced
• Cycle Time Down From 20 to 3 Days
• Customer Satisfaction Improved
2.5
2.7
2.9
3.1
3.3
3.5
3.7
3.9
1996 2002
Acad.
Admin.
Target
Customer Satisfaction
UC San DiegoUC San Diego
Payroll -- Conditions in 1995
• Paper-Based Update Process
• Paper-Based Time Reporting Process
• 50% Transaction Error Rate
• Inadequate Communication with Customers
3.4
3.6
3.8
3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
1995
Acad.
Admin.
Target
UC San DiegoUC San Diego
Payroll -- Results in 2002
• Distributed Processes Implemented
• Error Rate Reduced from 50% to <5%
• Work Teams Established
• Phone Triage Process Implemented
• Customer Satisfaction Excellent
33.13.23.33.43.53.63.73.83.9
4
1995 2002
Acad.
Admin.
Target
UC San DiegoUC San Diego
Finance -- Conditions in 1995
• Difficult Data Extraction Process
• Paper-Based Financial Reporting Process
• Inadequate Functional Training
• Inadequate Communication with Customers
3.3
3.4
3.8
3
3.1
3.2
3.3
3.4
3.5
3.6
3.7
3.8
1995
Acad.
Admin.
Target
UC San DiegoUC San Diego
Finance -- Results in 2002
• Financial Link Implemented
• Financial Link Improved
• New Phone Triage Process Implemented
• Revised and Improved Training Delivered
• Customer Satisfaction Ratings Excellent 2.5
2.7
2.9
3.1
3.3
3.5
3.7
1994 2002
Acad.
Admin.
Target
UC San DiegoUC San Diego
Community Stakeholders
Source: Kaplan and NortonSource: Kaplan and Norton
16%
84%
9%
91%
0%
20%
40%
60%
80%
100%
1994 2002
Survey of San Diego Voters: Is UCSD is a Well-Managed University?
YesNo
UC San DiegoUC San Diego
Why Consider this Approach in a Non-Profit Organization?
• It keeps an organization’s focus on what is important
• It is sustainable over the long-run
• It is explainable to your people
• It provides a context for decision making
UC San DiegoUC San Diego
• Efforts and planning are aligned with customer priorities
• It is a great way to evaluate changes to key processes
• It builds habits of balance, continuous improvement, and accountability to constituents
Why Consider this Approach in a Non-Profit Organization?
UC San DiegoUC San Diego
Lessons Learned:Things That Can Go Wrong
Poor DataPoor DataQualityQuality
Poor DataPoor DataQualityQuality
Lack of ParticipationLack of Participation in Measurement in Measurement
DevelopmentDevelopment
A Culture that A Culture that Values ComplexityValues Complexity
No Linkage to No Linkage to Mission & StrategyMission & Strategy
No Linkage to No Linkage to Mission & StrategyMission & Strategy