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Aligning planning with outcomes

Aligning planning with outcomes Purpose – This paper aims to describe the process of identifying, applying and assessing the balanced scorecard model on a five‐year, strategic plan in an academic, medical library two years into the five‐year period. The existing strategic plan consisted of eight inter‐connected pathways with multiple goals and objectives, generating a high volume of data, which made it difficult to track the implementation of the plan. Design/methodology/approach – A research query seeking an alternative to the current strategic plan framework was developed and researched. This process identified the balanced scorecard as a possible successful alternative to the eight inter‐connected pathways in place. After the application of the balanced scorecard, a second query, with assessment criteria, was developed to determine if the balanced scorecard did, in fact, provide a better framework than the original plan. Findings – The balanced scorecard restructured the eight pathways into four perspectives to create an aligned, cause‐and‐effect strategy. The original plan had too many themes to manage and lacked a cohesive strategy. Performance measures proved more meaningful and manageable in measuring the success of the strategic plan than the high volume of project management data. It was concluded that the balanced scorecard met the assessment criteria as a better framework for the strategic plan. Practical implications – Aligning goals and objectives to form strategy simplified the implementation of the strategic plan. Performance measures focus on the performance of the organization, creating a process of continuous improvement. Originality/value – While the balanced scorecard has been applied in academic libraries, this project successfully applied the model on a strategic plan two years after its implementation. http://www.deepdyve.com/assets/images/DeepDyve-Logo-lg.png Performance Measurement and Metrics Emerald Publishing

Aligning planning with outcomes

Ellen N. Sayed
Performance Measurement and Metrics , Volume 14 (2): 18 – Jul 19, 2013
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18 pages

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Publisher
Emerald Publishing
Copyright
Copyright © 2013 Emerald Group Publishing Limited. All rights reserved.
ISSN
1467-8047
DOI
10.1108/PMM-03-2013-0010
Publisher site
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Abstract

Purpose – This paper aims to describe the process of identifying, applying and assessing the balanced scorecard model on a five‐year, strategic plan in an academic, medical library two years into the five‐year period. The existing strategic plan consisted of eight inter‐connected pathways with multiple goals and objectives, generating a high volume of data, which made it difficult to track the implementation of the plan. Design/methodology/approach – A research query seeking an alternative to the current strategic plan framework was developed and researched. This process identified the balanced scorecard as a possible successful alternative to the eight inter‐connected pathways in place. After the application of the balanced scorecard, a second query, with assessment criteria, was developed to determine if the balanced scorecard did, in fact, provide a better framework than the original plan. Findings – The balanced scorecard restructured the eight pathways into four perspectives to create an aligned, cause‐and‐effect strategy. The original plan had too many themes to manage and lacked a cohesive strategy. Performance measures proved more meaningful and manageable in measuring the success of the strategic plan than the high volume of project management data. It was concluded that the balanced scorecard met the assessment criteria as a better framework for the strategic plan. Practical implications – Aligning goals and objectives to form strategy simplified the implementation of the strategic plan. Performance measures focus on the performance of the organization, creating a process of continuous improvement. Originality/value – While the balanced scorecard has been applied in academic libraries, this project successfully applied the model on a strategic plan two years after its implementation.

Journal

Performance Measurement and Metrics – Emerald Publishing

Published: Jul 19, 2013

Keywords: Balanced scorecard; Strategic planning; Medical libraries; Performance measures; Statistics

References

  • Designing comprehensive assessment plans: the big picture leads to the little picture
    Applegate, R.
  • The Value of Academic Libraries. A Comprehensive Research Review and Report
    Association of College and Research Libraries
  • Projecting success: effective project management in academic libraries
    Atkins, S.
  • Successful application of the balanced scorecard in higher education
    Beard, D.F.
  • A systematic model for evaluation and assessment of learning outcomes?
    Bielavitz, T.
  • Demonstrating quality in academic libraries
    Broady‐Preston, J.; Preston, H.
  • Introducing project management techniques to the Robinson Library, University of Newcastle
    Chamber, S.; Perrow, D.