edgehill.ac.uk/ls

Alison MackenzieLearning ServicesEdge Hill University

Revitalizing strategic planning:introducing the balanced scorecard

edgehill.ac.uk/ls

Learning ServicesStaff: 123

Divisions: Academic Liaison and Support (including support for student with a SpLD); Customer Services; Information Resources; Media & ICT support; Learning Technology Development.Distribution: Located in a number of buildings across campus and NW region.

edgehill.ac.uk/ls

2005/6 Changes to organisational structureNew divisional and team structure introducedSWOT analysis used as a means of critical reflectionIndividual performance reviews- demonstrated excellent delivery on

objectives

BUTSWOT analysis lacked criticalityInsufficient external scanningLack of performance measurement/ lack of dataEvidence…what evidence?

Background & Context

edgehill.ac.uk/ls

AimsTeams• Improved awareness of competitive impact• Encouragement of greater autonomy and

ownership of priorities• Development of robust evidence base• Target individual/team development using

SMART objectives

Service• Planning informed by a robust evidence base• Challenge status quo – create opportunities for creative problem solving• Stretch individuals to work beyond their comfort zones• Development of higher level transferable skills

edgehill.ac.uk/ls

Drivers for evidence based practice University introduced new strategic plan 2008-11

Learning Services:To be ahead of the game (or as good as…) To inform our operations, developments and continuous improvement cycleTo support funding bids/additional resourcing and services To prove our ‘worth’ – value for money, our importance to the UniversityTo measure our impact on the student experience

edgehill.ac.uk/ls

Local adaptation of the BSC

Customer focus

Internal efficienci

es

Cost effectivene

ss /VFMLearning

& Innovation

edgehill.ac.uk/ls

Perspective 1

Customer focus

Internal efficiencies

internal workflows, procedures, communication within the team and with other teams/individuals across and beyond the service designed to help you maximise the deployment of individual staff skills and expertise

edgehill.ac.uk/ls

Customer

focus

Learning &

innovation

Perspective 2Staff development, review of roles & responsibilities, analysis of skills gaps, pilots of new initiatives, new approaches to existing services

edgehill.ac.uk/ls

Perspective 3

Customer focus

Cost effectiveness /vfm

Budget, existing contracts, service level agreements, internal consultancy, staff roles & responsibilities

edgehill.ac.uk/ls

Lead perspective

Customer focus

Feedback and assessments, satisfaction ratings, service quality, access and uptake, alignment with stakeholder priorities, relationship building

edgehill.ac.uk/ls

ApproachSMART objectivesLocal interpretation of the BSC

edgehill.ac.uk/ls

Feedback on process Initial introductory sessions essential to developing an understanding of the general principles Managers adopted different approaches Varying levels of analysis Successful engagement dependent on understanding of BSC and performance measurement more generally Communication/ acceptance of change variable across teamsCapture of outputs/presentation of objectives open to local interpretation

edgehill.ac.uk/ls

Critical success factorsManagers:Preparation and planning is keyNeed to understand BSC as planning /performance measurement toolAdvance documentation circulated to teams -manage expectationsUse data/evidence to inform decisions

Team participationFocus on customerDevelopments informed by data/evidenceTeam members can/do influence how objectives are deliveredIndividual responsibilities assigned

Thank you