Balanced Scorecard:

linking strategic planning to

measurement and communication
Adapted from Bond University
Example in Australia
Balanced Scorecard (BSC)
Devised to overcome shortcomings of
previous systems
Four Perspectives:
Customer - How do customers see us?
Internal Business - What must we excel at?
Innovation and Learning - How can we
continue to improve?
Financial - How do we look to stakeholders?
Aims BSC
To enable the measurement of all critical
activities
To provide a strategic management
system to monitor implementation of the
strategic plan
To facilitate communication with all
stakeholders in particular with staff
Customer Perspective
Objectives Measures Targets
Internal Business Innovation and Learning
Objectives Measures Targets Objectives Measures Targets
Financial Perspective
Objectives Measures Targets

How do our
customers see
us?
How do we look
to
stakeholders?
What must
we excel at?
How can we
continue to
improve and
create value?
Mission, Vision
and Strategic
Goals
Balanced Scorecard
A Balanced Pathway to Development

In the beginning.
Strategic plans, lots of stats collected
Are we doing things right? (How) - process
To
Are we doing the right things? (What) -
outcome
Holistic strategic management system
linked to the Universitys BSC
Cascaded to all levels and units
Then
What processes must function effectively
to achieve the things stakeholders regard
as important - objectives
What information could be collected to
help judge the degree to which they are
operating effectively -measures

Cause-effect linkages
How individual staff members and teams
help contribute to the overall outcomes
Connecting the desired outcomes with the
drivers of results
E.g. shelving and student retention;
Information literacy training and excellence in
teaching, learning and research
Objectives, measures and targets
Large numbers of objectives
Challenge of culling them
Measures
Quantifiable
Easily understood
Relevant
Inclusive
Targets for each of the measures
E.g. Shelving turnaround times, number of unfilled
document delivery requests


Customer Perspective
Objectives Measures Targets
Enhance customer
satisfaction
Customer satisfaction
survey, suggestion box
focus groups
Improve
and
monitor
Enhance
communication and
collaboration
Comments and
suggestions received
Library involvement in Uni
wide groups
Maintain or
improve
Ensure customers
awareness of
quality resources
Number of irritants or
gaps reported
Take-up rate
Monitor
and reduce
Increase
Enhance Librarys
contribution to
university
marketing
Library staff
representation in
University-wide activities
Number of school visits
Number of Alumni
borrowers/Associate
borrowers
Maintain or
increase

Internal Business Perspective
Objectives Measures Targets
Continuous
improvement
Meeting service standards/charter
e.g. Shelving turnaround times
Customer response times
Percent unfilled document delivery requests
Staff costs spent on processing
Increase

Reduce
Improved product
range & service
development
Number of new products, new publications
and services introduced
Increase
Improved
availability of
course materials
Percentage of required and recommended
materials available on the shelves
Increase
Cost effective
implementation of
information skills
Staff formal training hours
Attendees per staff member
Attendees at orientation tours
Increase

Innovation and Learning
Objectives Measures Targets
Recruit, motivate
and develop
highest quality staff
Percent of budget spent on
staff development
Staff satisfaction index
Increase
Information skills
training for
academics and
students
Quality of student
assignments
Research publications
Successful research grants
Increase
Library and
information
resources,facilities
and services
Library budget as a percent of
the University budget
Maintain or
increase

Financial Perspective
Objectives Measures Targets
Cost effective
allocation of
resources
Acquisitions expenditure as a
percent of staff costs
Increase
Improved value for
money
Active borrowers
Usage of resources, services
Percent items used within one
year of acquisition
Performance of
vendors/suppliers
Increase
Improve



Monitor
Increased income
from non-University
sources
Income from sources other
than the university
Increase
Maximise asset
utilisation
Efficiency and effectiveness in
the use of facilities, space,
services, systems and
resources
Increase

Adoption
Linking the BSC to a set of initiatives and
projects
Each project with its own set of objectives,
owners, timelines and targets
Review three times a year
Annual review by all staff reprioritisation
Team and individual staff adoption of their
own BSCs
Issues
Time-consuming
Takes a long time to cascade to all levels
Needs to be driven both top down and bottom
up
Quantitative measures culture of libraries
Need to eliminate non-strategic initiatives and
objectives
Linking budgeting to the strategy development

Conclusion
BSC provided a way of articulating what, why
and how well aspects of our plan and how the
plan complements the University strategic plan
Ease of integration into all aspects of activities
Another tool, methodology
A strategic management system
Tool to communicate with the stakeholders
Tool to help achieve continuous improvement
Journey, not a project