Division of the Vice President for Business Affairs

Transcription

1 Balanced Scorecard Office of the Vice President of Business Affairs Division of the Vice President for Business Affairs

2 Introductions Project Sponsor: Cindy Villa Vice President of Business Affairs Project Facilitator/Oversight: Dr. Victor Pacheco Project Manager: Ruben R. Chavira

3 General Overview of the Balanced Scorecard The Balanced Scorecard is a performance management system that aligns business activities with the strategies, mission, and vision of an organization. It uses performance measurements to monitor organizational performance against strategic goals. Provides a balanced view of an organization through use of financial/non-financial and internal/external measurements. Promotes data-driven decision making. Promotes continuous improvement.

4 The Balanced Scorecard: The Four Perspectives The Balanced Scorecard views an organization from four key Perspectives. Performance metrics are categorized in the following four key areas: Financial Customer Internal Processes Employee Learning and Growth Financial Perspective How do we look to resource providers? Customer Perspective How do customers see us? Employee & Learning Perspective How do our employees feel? Internal Process Perspective Are we productive and effective?

5 Alignment of Business Activities with Divisional and Institutional Missions Every January all departments in the Division develop Strategic Operating Plans. Each Departmental Strategic Operating Plans describe departmental mission and vision statements and define measureable goals and objectives that support the Mission and Vision of the Division and in turn the University. EXAMPLES: University Bookstore Goal 1: Improve merchandise selection, especially in apparel and gifts. Task 1: Meet with students, administrators, alumni, store planners, and other constituents. Progress Measurement 1: Sales Progress Measurement 2: Customer satisfaction scores Responsible Individual: Annabelle Martinez Target Completion Date: September 1, 2009 and ongoing University Compact Priority: (5) Increased efficiency and Effectiveness Balanced Scorecard: Customer Perspective and Financial Perspective Payroll Goal 2: Decrease institutional costs associated with hardcopy distribution of earnings statements and W-2 s by increasing participation in the paperless option as both an efficient and eco-friendly means of delivery Task 1: Develop comparative cost analysis of paper vs. electronic distribution Progress Measurement: Cost Savings Responsible Individual: Olaya Hernandez/Tessy Rappe Target Completion Date: July 1, 2009 and Ongoing University Compact Priority: (5) Increased Efficiency, (7) Infrastructure Support Services Balanced Scorecard: Financial Perspective, Customer Service Perspective

6 Alignment (Cont.) VPBA Strategic Operating Plans: Examples of objectives from Operating plans. (Cont.) Facility Services Goal 3: Expand and enhance preventive maintenance, predictive maintenance and recurring maintenance programs. Progress Measurement: Ratio of maintenance man hours to service workman hours; ratio of average age of work orders and Number of open work orders; Responsible Individual: Luis Morales Targeted Completion Date: August 2009 UTEP Compact Priority: (5) Increased Efficiency Balanced Scorecard: Internal Process Perspective

7 Financial Perspective To satisfy our constituents, what financial and regulatory objectives must we accomplish? VPBA Financial Performance Measures: Student Business Services-Financial Services Year 1 - Bad Debt Ratio - All Receivable Balances. Sodexho University Food Services-Auxiliary Services Commission Sales- Retail Sales, Catering Sales, Concession Sales.

8 Customer Perspective What are the needs of our customers? Who are our customers? Both Internal and External? How do customers see us? VPBA Customer Perspective Performance Measures Customer Satisfaction Surveys Student Satisfaction Surveys Faculty and Staff Satisfaction Surveys Secret Shoppers Internal Departmental Surveys (Customer Target Surveys)

9 Customer Perspective Office of the Vice President for Business Affairs Customer Satisfaction Survey: 2009 Students FY FY FY FY (Fall 2008) FY (Spring 2009)

10 Customer Perspective Office of the Vice President for Business Affairs Customer Satisfaction Survey: 2008 Faculty and Staff FY FY FY FY (Fall 2008)

11 Internal Process Perspective To satisfy our customers, in which business processes must we excel? VPBA Internal Process Perspective Performance Measures Accounts Payable Cycle Time: VP1(BIS Define Document) Average Cycle Time of Purchase Order Payments - Document Creation to Final Approval VP5 (BIS Define Document) Average Cycle Time of Travel Reimbursements - Average Department Time to Final Approve Voucher Facility Services completion rate of internal process: Percentage of Work orders Completed within 90 days WO Billing - Closed Posted Service WO

12 Process Evaluation and Mapping Mapping of Key VPBA Business Processes (Travel Process Map shown)

13 Employee Perspective To achieve our goals and accomplish core activities, how must we learn, communicate and work together? Are our employees happy? VPBA Employee Perspective Performance Measures Employee Satisfaction Survey Staff Training and Development Customer Satisfaction Training Leadership Development Training

14 Employee Perspective Office of the Vice President for Business Affairs Employee Satisfaction Survey: 2009 FY FY FY FY (Fall 2008)

15 Tools for Monitoring Key Metrics and Survey Data Cognos Metric Studio

16 Tools for Monitoring Key Metrics and Survey Data

17 Improvements that have been Yielded within the Division Parking and Transportation Customer Satisfaction Miner Metro (Customer Perspective) Facility Services Process Improvement for Work Order Turn Around time (Process Perspective) Student Business Services Monitoring of Bad Debt Ratios (Financial Perspective) Customer Satisfaction of All VPBA Employees (Employee Learning and Growth and Customer Satisfaction Perspective)

18 Future Plans and Opportunities Expand Process Mapping analysis throughout the Division. Automation of data collection to achieve realtime reporting of dashboards and outcomes assessment Performance assessment and Balanced Scorecard training for the Division s middle management and line-staff employees. Leadership development training for the Division s middle-level management staff.

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