You are on page 1of 3

1 Objective (from Strategic Plan) Secure resources through accelerated fundraising and new revenue generation.

Allocate and track resources to ensure maximum achievement. Provide great customer service based on inventive programming, continuous improvement and systematic feedback Grow partner relationships to expand the reach and impact of Carolina Athletics Monitor regularly the academic progress and graduation rates Develop a systematic approach to reward staff for performance. Identify leaders among student-athletes and develop their leadership skills KPI Donation Revenue Athletic Achievement Customer Satisfaction Formal Partnerships Grade Point Average Metric % total fundraising % increase in average titles Customer satisfaction survey Increased number of partnerships GPA Average Target Meet 50% of ten-year goal by FY 2015. 25% increase in average number of titles per team. 95% customer satisfaction

Financial & Stakeholders

Customers & Markets

Double number of formal partnerships by FY 2015. Attain average of 2.75 GPA among all student-athletes and within teams Reward 25% of contributing staff by end of FY 2014. 20% of student-athletes pursuing development with BCLA Increase professional development to 4 times annually for all staff

Operations & Productivity

Staff Incentives

Number of staff awardees Number of BCLA student-athletes Increase in attendance

Baddour Carolina Leadership Academy Professional Development

Learning & Innovation

Emphasize and support the importance of professional development and selfimprovement.

“Secure resources through accelerated fundraising and new revenue generation.” The KPI I selected for this was donation revenue, as this is an easily-attainable measurement of progress that is made toward financial achievement. In this case, the metric is the proportion of total fundraising achieved; UNC has multi-year fundraising initiatives and is beginning another soon. The metric for athletics to meet fifty percent of its burden by the end of fiscal year 2015 is ambitious, but achievable.

2 “Allocate and track resources to ensure maximum achievement.” This objective is somewhat hazy and could be interpreted in any number of ways. I decided to interpret it as “financial resources are helping students achieve athletic success.” As such, an appropriate barometer is increase in the average number of titles per team. Additional funding provides increased opportunity for better equipment, trainers, and other resources, and an increase in regionallyrecognized achievement is an adequate measure of ROI. “Provide great customer service based on inventive programming, continuous improvement and systematic feedback.” The indicator of 95% customer satisfaction is appropriate for improved customer service because it ensures that the constituents who pay for Carolina’s services and programming are satisfied, and that we are responding appropriately to all negative feedback. A customer satisfaction survey featuring a query regarding satisfaction is an effective measure of this indicator, and 95% ensures that most patrons are satisfied, yet accounts for outliers in the sample. “Grow partner relationships to expand the reach and impact of Carolina Athletics.” Formal partnerships are a natural indicator of this objective, as partner relationships are its goal. Increasing the number of partnerships will “expand…[Carolina’s] reach and impact.” Doubling the number of formal partnerships currently held between Carolina and other entities ensures rapid growth, while the timeframe is an acceptable length to meet the target. “Monitor regularly the academic progress and graduation rates.” This objective can once more be interpreted in a number of ways. The specific indicator that I have chosen is grade point average, as this is a fair way in which to assess the work of all student athletes objectively. It is measured by the university, and an average of 2.75 overall is excellent, and above “average.” “Develop a systematic approach to reward staff for performance.” Because a system for rewards is (implied) not already in place, this is a difficult objective to measure. As such, measuring the distribution of staff incentives is an appropriate way to possibly measure the success of this goal. This objective supports the wider goal of staff participation, whereas the target of 25% of contributing staff receiving incentives by the end of FY 2014 ensures that all staff is considered. “Identify leaders among student-athletes and develop their leadership skills.” While athletic support staff have many opportunities to work with leaders, identifying those leaders and ensuring that they receive wellrounded leadership development is essential. As such, monitoring student-athlete participation in the Baddour Carolina Leadership Academic is an accurate manner in which to ensure that this occurs. Furthermore, measuring the proportion of student-athletes involved in the program overall is a great way to ensure that teams are well-supported by leaders who will also lead following graduation.

3

“Emphasize and support the importance of professional development and self-improvement.” Continued staff development is important to the university, and as such, measurement of the amount of professional development undertaken by staff members is an excellent indicator of that development. Accordingly, increasing staff attendance of professional development opportunities to four times per annum ensures that development occurs without disrupting the flow of work. As a library manager, the Balanced Scorecard approach could potentially be quite useful to me. Within both large and small administrative systems, it is my experience that people tend to gravitate toward two different types of progress without making any—well—progress. For example, many people focus on the target at the end of an initiative: getting the library onto Twitter. In contrast, other people tend to focus on the large picture, in which libraries should adapt to meet the changing needs of patrons. In reality, an approach such as the Balanced Scorecard enables targets to act as support beams for big ideas. It ensures that all of the steps in the middle are appropriate, that we are measuring the right way, and that the steps that we take are with purpose. In the aforementioned example, using Twitter is excellent for lots of libraries, but we must do so with the purpose of meeting the changing needs of our users. Our KPIs, metrics, and targets must all be intentional, and focused on supporting the objective. I find that I personally vary between both ends of the spectrum to which I’ve alluded. In meetings, I focus on overarching concepts and goals, whereas in everyday interaction, I focus on the “deliverables” which are measurable, quantifiable, and look good on paper. The Balanced Scorecard approach helps me to build a strong bridge between these two “realms” and will enable me to create a robust strategic plan.