Boe Presentation 09082009[1]

Feb 1, 2010Download as PPTX, PDF0 likes543 views

The document discusses using a Balanced Scorecard as a strategic management tool. It can describe an organization, be used to take action, and communicate how the organization will achieve its goals. A Balanced Scorecard aligns the work and budgets of an organization and encourages making corrections throughout the year, rather than just looking at year-end measurements. It moves communication of relationships to measurement and management in the same way a heart rate monitor is used to manage exercise, not just measure heart beats.

Balanced ScorecardSeptember 8, 2009Board of EducationJoseph Miller

“American schools need more money and more resources, yet without changing the performance-based system and more accountability, they won’t make much difference.”-Albert Hunt (New York Times August 23, 2009)1

“Our children will be competing with kids from around the world for the jobs of the future..”-Arne Duncan (Remarks to America's Choice Superintendent's Symposium August 20, 2009)2

“In fiscal 2010-11, more K-12 cuts may also be needed.”-Bill Ritter and Barbara O’Brien (Denver Post September 3, 2009)3

1 hourOne study estimated that managers and executives spend less than 1 hour per month on strategy.

“…a strategic management tool that helps you measure, monitor, and communicate your strategic plan and goals throughout the organization, in a way that is understood by everyone.”The Financial Gazette (July 3, 2003)

“A measurable factor that changes after the system has already begun to follow a particular pattern or trend.”

“Forward-looking in nature, leading indicators are the drivers of future performance.”

Our competitive game plan. Collis and Rukstad (Harvard Business Review – April 2008)

The Adams 14 StrategyTo improve student achievement so that ��80% of students assessed will be on grade level by 2014 by ensuring that each��classroom has a dynamic, standards-based teacher who provides powerful 21st century learning experiences to all students.

Four Sectors for School Districts. The StrategyCustomer Perspective"To achieve our vision, how must we perform with our customers?”Introducing Strategy MapsInternal Perspective"To deliver maximum value to our customers, what do we need to be great at?”A simple model of the value creation processLearning & Growth"To achieve our vision, how must our organization learn and improve?”Financial Perspective“To support this organization, what must we do financially?”

A map is handy to communicate(=Strategy map)how you plan to get(=Strategy)from where you are(=Mission)to where you want to be(=Vision)

I would like to achieve and maintain a healthy weight that enhances self-confidence, quality of life, and longevity.

Move from communication of relationships to measurement and management.

You use the heart rate monitorto manage your exercise

Communicates how organization plans to achieve goals.1

Aligns the work and budgets of the entire organization with a single purpose (or outcome).2

Encourages course correction before the year end measurements.3

The key focus of the Business Beyond Tomorrow Conference is on how individuals can leverage sustainability to become their professional competitive advantage by teaching the benefits of sustainable business strategy, as well as providing a strategic analysis on how sustainability can benefit them to become top business leaders. I presented on how to build effective teams which enable a company to solve these sustainability issues from a North American perspective

ACT Activity Magazine Winter 2013Terri Gordy

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The ACT annual meeting featured speakers who challenged ACT to think differently about how to improve education and workforce outcomes. Steve Perry, founder of Capital Preparatory Magnet School, encouraged ACT to create a test that measures what students can learn rather than what they already know. Anthony Carnevale said the US economy needs a "jolt" to get out of a catch-22 situation where workers lack skills and employers lack incentives for workers to gain skills. ACT leaders discussed how measuring multiple dimensions of readiness across kindergarten through career can help align people's interests with education and career opportunities.

ACT Activity Magazine Spring 2013Terri Gordy

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This document summarizes the key findings of a new ACT report that analyzed longitudinal student data. The report found that only 10% or fewer students who were behind academically in 4th or 8th grade caught up by high school graduation. It emphasizes the importance of strengthening curriculum and instruction in early grades to prepare students for long-term success, as it takes sustained effort over many years for students far behind to catch up. The ACT researcher recommends using longitudinal data systems to help identify at-risk students early and evaluate the effects of interventions.

Improving Connections & Performancethomp407

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The document discusses establishing an employee program called "The Program" to improve engagement and performance by providing opportunities for employees to contribute their talents and discretionary efforts. The Program would involve employees submitting project ideas, voting on projects, and working in teams over 3-month rounds to develop solutions. It aims to tap into employee dreams and passions to increase value delivery and engagement.

ACT Activity Magazine Autumn 2012Terri Gordy

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ACT is launching a new, next generation assessment system called ACT Aspire that will begin in 2014 and span from early elementary grades through high school. ACT Aspire aims to provide insights to students, parents, and educators to keep students on track for college and career readiness starting in early education. It will be a digital, longitudinal system aligned with ACT's standards and will assess achievement, behaviors, and goals beyond academics. ACT is expanding its focus from kindergarten through career to help more people improve their skills and unlock their potential at all stages of life through its new "improve yourself" campaign.

Dudedata-KPI-OverviewNicholas Mirisis

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The document introduces SchoolDude KPIs, which are key performance indicators that allow schools to measure their performance across various operational areas compared to peer institutions. It provides over 50 KPIs across areas like maintenance, technology, energy use, and transportation. Schools can use KPIs to set standards, measure progress over time, and identify areas for improvement by seeing how their metrics compare to national averages. The document explains how KPIs are calculated using actual operational data from SchoolDude's database of over 6,000 school clients, and how schools can gain insights from KPIs to justify needs and resources.

Storytelling with Data (Global Engagement Summit at Northwestern University 2...Sara Hooker

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The document provides guidance on effective storytelling with data in 3 key areas: answering important questions early, focusing on good data collection, and understanding your audience. It emphasizes answering why the audience should care, why you are best positioned to address the problem, and what the desired outcome is. Good data collection requires defining core metrics and sustainability. Understanding your audience involves considering their relationship to you and how to communicate to them. The document encourages borrowing from other effective examples and focusing on telling a compelling story with data rather than just presenting charts.

masters-in-business-analytics-hybrid.pdfroshanpppr99

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Performance Management for Nonprofits: Simplifying and Maximizing Organizati...Community IT Innovators

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Get introduced to the tools necessary to optimize your organization’s current data, enabling you to turn data into information to tell the story of the organization’s impact in a powerful way. Contact Karen Finn of Results Leadership Group and/or Katherine Mowers of Community IT Innovators to explore how you can simplify and maximize your organization's impact data. This presentation includes: 1. An overview of Results-based Accountability and an approach for identifying impact performance measures (activity during workshop session); 2. Where to start to assess your current organizational data and business systems in light of these performance measures; 3. An introduction to a process for reviewing software and determining a system that will be most useful to the organization’s operations. 4. An overview of software options used to support performance management, demonstrate impact and help to strategically plan for improvements. We are happy to have a conversation about where you are at - and where you want to go - with your performance management and nonprofit business systems.

Carroll County United Action Team Kick Off January 13 & 14,2010Carroll County United

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The document outlines plans for action teams to work towards making Carroll County a place where all generations can thrive. It discusses establishing five action teams focused on areas like education, self-sufficiency, and health. The roles and values of action team members are defined as accountability, neutrality, engagement, ownership, and leverage. It also presents a model for achieving community outcomes through determining targets, structures, processes, and measures.

Map Road Show Final 05.05.09 Forum Follow Upersilberstein

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The Maritime Apprentice Program (MAP) is a career development program that uses a boat shop environment to train at-risk youth ages 17-22 in Boston. MAP requires participants to enroll in GED or diploma programs while providing counseling, education, and job training. MAP connects participants with industry partners for mentoring, advanced training, internships, and jobs. MAP aims to improve outcomes for at-risk youth and reduce costs to society compared to alternatives like incarceration. MAP is seeking support to expand its services to more apprentices and improve stipends, staffing, and facilities.

Strategic Plan Template 02.docxenixma71

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The strategic plan outlines the organization's background, vision, mission, values, objectives, and action plan. It describes the need the organization addresses, its goals for the upcoming year, and how it will measure success. Key priorities include enrolling 10 trainees per month for job training and ensuring trainees receive useful preparation for interviews. Progress will be reviewed quarterly to update priorities and make necessary changes.

TTIPEC: Monitoring and Evaluation (Session 2)Research to Action

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This document provides guidance on monitoring and evaluation (M&E) for organizations. It discusses the importance of M&E and key concepts like indicators, results chains, and identifying evidence of change. The document emphasizes that M&E requires organizational and technical readiness, including clear frameworks, evidence-based planning, relevant skills, and experience. It also provides examples of performance measures and developing them for different sectors. Worksheets are included to help participants apply these M&E concepts.

New facultyie&evaluationjan2011 1Brian Nixon

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The document summarizes a presentation about institutional effectiveness and assessment in community colleges. It discusses how instruction, assessment, strategic planning and accreditation are related and why they matter. Key points covered include how instructional and institutional planning should correlate with assessments to drive improvements, the components of institutional effectiveness, an overview of strategic planning processes, and how assessments provide evidence for continuous improvement and accreditation.

3 ds 2017 mag_academy_education in the aofe Dassault Systemes

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Educational institutions are increasingly adopting problem-based learning (PBL) and project-based learning approaches. In PBL, students work in teams to identify problems and learn what is needed to find solutions, with teachers acting as facilitators rather than instructors. This develops critical thinking skills that employers demand. While challenging to implement, PBL prepares students for problem-solving in fields like engineering where innovation is needed. As manufacturing changes, industry is a leading voice pushing for education that teaches applying knowledge rather than just presenting facts.

Balanced Scorecard Introductionmillerjtx

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The document discusses creating a balanced scorecard to link organizational objectives, initiatives, and measures to its strategy. It provides an overview of what a balanced scorecard is, noting it measures progress toward strategic goals across financial, customer, internal process, and learning/growth perspectives. It outlines the steps to create a strategy map first to clarify the organization's strategy before developing performance measures in a balanced scorecard.

Ross discussionI attended Southern New Hampshire University (SN.docxhealdkathaleen

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Ross discussion: I attended Southern New Hampshire University (SNHU) for my undergraduate program. My program was a bachelor’s in liberal arts: General Studies. The program outcomes are located at��https://www.snhu.edu/online-degrees/bachelors/ba-in-general-studies. A general studies degree allowed me to bring over credits that I had earned earlier in life, while allowing me to focus on my area of concentration. The program outcomes included learning how to apply critical thinking into the areas of study that were of interest. It provided a broad base of courses that I was able to customize to my needs��("General Degree," 2019). Southern New Hampshire University’s mission, vision and goals are as follows “SNHU transforms the lives of learners. Our success is defined by our learners’ success. By relentlessly�� challenging the status quo and providing the best support in higher education, SNHU expands access to education by creating high-quality, affordable, and innovative pathways to meet the unique needs of each and every learner”��("About Us," 2019, para. 2). The SNHU vision states, “Make the world a better and more just place through our work, one learner at a time”��("SNHU Strategic Plan," n.d., p. 9, para.2). ��Core values are key to the university, exude passion, challenge the status quo, do the right thing every time, exhibit grit and embrace diversity. The mission and vision and core values can be found at:��https://snhu-externalaffairs.app.box.com/s/7k526w442reszti50fdtceyrre2f1il8. In my experience the university met not only the program outcomes, but it also met it’s mission, vision and core values in my undergraduate program. I was supported by the university, challenged and was offered educational opportunities that were greater than the status quo found at other institutions. The staff and instructors were passionate about the material being taught and always treated me with the utmost respect and when I had concerns or issues with grading or materials they always sought to offer me options that were right for me and my learning disabilities. Program assessment begins with a clear explanation of the mission, vision, gals and desired learning outcomes of the program. Statements should include what the graduates of the program should know, do and value by the time they complete their studies. The assessment of learning outcomes will help to identify if the program is accomplishing what has benn set to provide and allow for continuous improvement of the program��(Banta & Palomba, 2015). Mark Discussion: I attended Granite State College for my undergraduate degree in Human Resources Management.�� The program has since changed the title to Human Resource Administration. As can be seen in many individual program’s outcomes, there is a general failure to tie back to the overall organization’s mission, vision and goals. Granite State College’s mission and vision can be found at��https://www.granite.edu/about/mission/��. From there follow the li ...

Nacubo Heaf Speech On DashboardsNick Wallace

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The document discusses key performance indicator (KPI) dashboards and benchmarking for higher education institutions. It outlines the case for good communication of financial and operational data through dashboards to highlight potential problems. It describes effective dashboard principles like understanding context, perceiving and presenting data accurately and linking data to mission and strategy. Benchmarking is presented as a way to maintain viability by comparing performance to peers. Examples of common higher education KPIs and benchmarking groups are provided.

Economic Development MetricsAtlas Integrated

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Economic development organizations have been using economic development performance metrics for years. However, with differing viewpoints, metrics have gotten muddy and misunderstood. Lucky for the profession... In 2011, Atlas put together its first survey of EDO outcomes, to assist EDOs in planning their marketing, business attraction, and business retention programs. In 2014, IEDC published "Making it Count," a guide on metrics for high performing EDOs. But... In 2016, the general public is still weary about the value of economic development and what we do in our profession. This presentation is our take on how economic developers can leverage metrics for their day to day and how it impacts the effect that they have on thier economy.

Tasa presentation version 2John Cronin

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This document provides guidance on developing effective community-based accountability reports. It defines community-based accountability and outlines key conditions needed for it to work. It also recommends including a "management letter" to discuss successes, failures, goals and strategies for improvement. Additionally, it suggests focusing reports on a few key metrics that demonstrate progress toward community values and priorities, rather than overwhelming data. Observations from sample reports note opportunities to improve focus, transparency on performance and improvement, addressing equity, and including meaningful narrative.

Dropout summit presentation millerjtx

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The document describes the DEWD (Dropout Early Warning Database) system created by the Adams 14 Board of Education to reduce the district's dropout rate. The system studied four years of graduate and dropout data to identify risk factors like attendance, behavior, and course failure. It then aligned specific interventions for students at each risk tier, such as individual attendance plans, online credit recovery courses, tutoring, and alternative schools. The strategic initiative was to develop and implement this multi-tiered dropout prevention plan.

Common Core State Standards - How Much Do Principals Workmillerjtx

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With the Common Core State Standards upon us it is as important as ever that school principals maximize all the time available to them to visit classrooms and give their teachers feedback. Principals average nearly 60 hours per week, but very little of that time is spent in classrooms. What little time is spent in classrooms rarely results in useful feedback. One recent study found that walk throughs without feedback has a negative impact on student achievement. This new iPad app from Think Strategy, LLC aims to reduce the time principals spend making observations leaving them more time to give useful feedback.

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Boe Presentation 09082009[1]

1. Balanced ScorecardSeptember 8, 2009Board of EducationJoseph Miller

2. Why?What?How?

3. Why?

4. Challenges

5. 3

6. “American schools need more money and more resources, yet without changing the performance-based system and more accountability, they won’t make much difference.”-Albert Hunt (New York Times August 23, 2009)1

7. “Our children will be competing with kids from around the world for the jobs of the future..”-Arne Duncan (Remarks to America's Choice Superintendent's Symposium August 20, 2009)2

8. “In fiscal 2010-11, more K-12 cuts may also be needed.”-Bill Ritter and Barbara O’Brien (Denver Post September 3, 2009)3

9. challenge

10. 1 hourOne study estimated that managers and executives spend less than 1 hour per month on strategy.

11. What?

13. Balanced Scorecard is a management tool

14. “…a strategic management tool that helps you measure, monitor, and communicate your strategic plan and goals throughout the organization, in a way that is understood by everyone.”The Financial Gazette (July 3, 2003)

15. Describe the organization

16. Be used for action

18. Lagging Indicators

19. “A measurable factor that changes after the system has already begun to follow a particular pattern or trend.”

20. Leading Indicators

21. “Forward-looking in nature, leading indicators are the drivers of future performance.”

23. Where do we start?

27. What strategy will get us there?

28. Our competitive game plan. Collis and Rukstad (Harvard Business Review – April 2008)

29. The Adams 14 StrategyTo improve student achievement so that ��80% of students assessed will be on grade level by 2014 by ensuring that each��classroom has a dynamic, standards-based teacher who provides powerful 21st century learning experiences to all students.

30. The Adams 14 StrategyTo improve student achievement so that ��80% of students assessed will be on grade level by 2014 by ensuring that each��classroom has a dynamic, standards-based teacher who provides powerful 21st century learning experiences to all students.

31. The Adams 14 StrategyTo improve student achievement so that ��80% of students assessed will be on grade level by 2014 by ensuring that each��classroom has a dynamic, standards-based teacher who provides powerful 21st century learning experiences to all students.

32. The Adams 14 StrategyTo improve student achievement so that ��80% of students assessed will be on grade level by 2014 by ensuring that each��classroom has adynamic, standards-based teacherwho provides powerful 21st century learning experiences to all students.

34. Four Sectors for School Districts. The StrategyCustomer Perspective"To achieve our vision, how must we perform with our customers?”Introducing Strategy MapsInternal Perspective"To deliver maximum value to our customers, what do we need to be great at?”A simple model of the value creation processLearning & Growth"To achieve our vision, how must our organization learn and improve?”Financial Perspective“To support this organization, what must we do financially?”

35. A map is handy to communicate(=Strategy map)how you plan to get(=Strategy)from where you are(=Mission)to where you want to be(=Vision)

37. A metaphor

39. I would like to achieve and maintain a healthy weight that enhances self-confidence, quality of life, and longevity.

45. Move from communication of relationships to measurement and management.

49. Balanced Scorecard is aManagementSystem

50. Not just a measurement system

51. You do not just measure your heart beat

52. You use the heart rate monitorto manage your exercise

53. How?

54. 3

55. Communicates how organization plans to achieve goals.1

56. Aligns the work and budgets of the entire organization with a single purpose (or outcome).2

57. Encourages course correction before the year end measurements.3

Editor's Notes

#13: Let’s start from the end. Let me begin by defining what a balanced scorecard is. ��The BSC is��a management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align organizational activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. ��In short, the Balanced Scorecard is a management tool. ��
#14: The balanced scorecard is a management tool…this means that the BSC must be able to do two things:
#15: The balanced scorecard is a management tool…this means that the BSC must be able to do two things:
#16: The balanced scorecard is a management tool…this means that the BSC must be able to do two things:
#17: The balanced scorecard is a management tool…this means that the BSC must be able to do two things:
#18: Ehy is having a tool like this important? Don’t we already have a myriad of tools for describing our organization and creating action? Including AYP, Growth Model data, and school and district accreditation. While this is no doubt true…these are all what is called “lagging indicators”.
#20: When the balanced scorecard was first described in 1992 by two Harvard business school professors they pointed out that corporations spend far too much time focused on financial indicators, which typically lag actual change. Instead, Kaplan and Norton argued that businesses needed to take a more balanced view of their organization and observe some leading indicators.
#22: Kaplan and Norton argued that organizations need to understand the entire system that produces the desired results. It was important they argued to study the leading indicators that would allow managers to make course corrections before the lagging indicators were set.
#23: The premise is that understanding the system and the relationship between its parts is vital to improving organizational performance. As a corollary, when the lagging measures are finally available it is too late to make change.
#24: Let’s walk through how we create a balanced scorecard for Adams 14.
#27: So, how does it all work? It is rather simple…we begin with the mission and vision of the organization. In this case Adams 14.
#28: Ask the question…what strategy will get us to this vision and mission?
#34: Once we have a mission, vision, and strategy we begin developing the systemic relationships that are going to enable us to achieve these. This is both an exercise in thinking and operations. It is an exercise in thinking because it challenges us to see how we intend to align the organization for success and it is an exercise in operations we really see what we MUST do to be successful.
#38: Let’s walk through how we create a balanced scorecard for Adams 14.

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Boe Presentation 09082009[1]

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