Transcript A Proposal of a Balanced Scorecard for Governance and

A New Approach in University Evaluation: the
Balanced Scorecard
Angela Maria D’Uggento, Massimo Iaquinta,Vito Ricci
Università degli Studi di Bari
Direzione Analisi Statistica – Area Studi, ricerche e programmazione
Staff di Rettorato
Statistical modelling for University Evaluation: an International Overview
Università di Foggia- Mattinata (FG), 5th-6th September 2008
A New Approach in University Evaluation: the Balanced Scorecard
Balanced scorecard: a definition
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).
A New Approach in University Evaluation: the Balanced Scorecard
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 it’s currently used either
by private companies or by Public Administration (Health Care,
Local Government, etc).
A New Approach in University Evaluation: the Balanced Scorecard
Balanced scorecard: the 4 traditional
Perspectives
a) Financial: it concerns with economic and financial aspects;
b) Stakeholders: this perspective allows the Organization to fit
outcome metrics to “customers” needs and expectations;
c) Internal process: it’s the perspective of operational
processes;
d) Learning and Growth: it includes employee training,
empowerment, informative systems.
A New Approach in University Evaluation: the Balanced Scorecard
BSC: traditional perspectives’ relations
A New Approach in University Evaluation: the Balanced Scorecard
Balanced scorecard: main steps
1. Specification of strategic objectives and goals
2. Definition of a Strategical Map to highlight
cause and effect relationships among
strategic objectives
3. Selection of the KPA (key performance
actions) and the KPI (key performance
indicators)
4. Implementation of the BSC dashboard for
monitoring and evaluation
A New Approach in University Evaluation: the Balanced Scorecard
The Balanced scorecard of the University of Edinburgh/1
Four perspectives and performance indicators
A New Approach in University Evaluation: the Balanced Scorecard
The Balanced scorecard of the University of Edinburgh/2
Four perspectives and performance indicators
The Balanced scorecard of the University of Edinburgh/3
Specification of the single indicator (1)
The Balanced scorecard of the University of Edinburgh/4
Specification of the single indicator (2)
A New Approach in University Evaluation: the Balanced Scorecard
A BSC for an Italian University: the revised Perspectives
(Del Sordo et al, 2007)
d
• Students (Academic Courses)
(needs and expectations)
• Community (Research)
• Learning and Growth
(employee training, empowerment,
informative systems.)
• Internal processes
(operational processes)
• Economic and financial
(efficency & efficacy)
A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: Our proposal
1) 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 New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: Our proposal
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 New Approach in University Evaluation: the Balanced Scorecard
Figure 1 - BSC Perspectives and Guidelines of University planning
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)
A New Approach in University Evaluation: the Balanced Scorecard
A BSC for Bari University
Strategic objectives,
Initiatives/actions & targets
Key Performance Indicators
A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: some performance
indicators of Bari University
A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: work in progress
If implemented in Italian Universities, BSC could represent:
• a standardized model and as a reporting tool for decisionmakers 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
A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: work in progress
There 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.
A New Approach in University Evaluation: the Balanced Scorecard
A BSC for University: further developments
• 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)