balanced scorecard poster - Spinal Cord Injury Ontario · Balanced Scorecard Goals Table 2. Revised...
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A Balanced Scorecard Used to Determine Success in an SCI Resource Centre Sandra Mills, MEd 1 w Jennifer Yee 1, w Sheila Casemore, BSc 2 w 1 Toronto Rehabilitation Institute, Toronto, ON w 2 Canadian Paraplegic Association Ontario w Background § UHN Toronto Rehab Spinal Cord Program and the Canadian Paraplegic Association Ontario (CPA Ontario) have developed a creative approach to enhancing health, quality of life, and community participation of people with spinal cord injuries. (Photo 1) § Spinal Cord Connections (SCC) is both a resource centre and a website. § SCC brings together Toronto Rehab’s clinical and research expertise with CPA Ontario’s community-based expertise and peers’ lived experience. § SCC leadership sought a transparent, efficient and effective way to jointly manage the resource centre. Objectives 1. Develop a tool for SCC leadership to monitor objectives and user outcomes for SCC resource centre. 2. Evaluate the balanced scorecard’s usefulness in resource centre management and website launch. Methods § Using Kaplan and Norton’s (1992) framework we created a balanced scorecard to evaluate the components of strategic planning, resource allocation and overall management of the resource centre and website. § The scorecard measures success according to strategic objectives in the financial, customer, internal business, and learning and growth perspectives. (Table 1) § We gather data quarterly and monitor performance. § Financial indicators help us link spending to programs and objectives in a timely and disciplined manner. § Customer Perspective indicators allow us to track utilization targets, information dissemination, access and reach. § Internal Business Perspective indicators examine marketing and outreach initiatives. § Learning and Growth indicators track knowledge transfer and continual growth. Conclusions § The scorecard shows promise as a useful support for SCC program design, development, implementation and evaluation. § At-a-glance management tools may contribute to transparent program management and decision making in a partnership environment. § The scorecard supports the SCC vision to provide quality service, information and education. Results § Scorecard in use since April 2011. § Quarterly tracking provides leadership with a tool to identify strengths and areas requiring development and resources. § Generally our 11/12 outcomes were on or exceeding target, and likewise for the first two quarters of 12/13. § In April 2012 we revised indicators around access and reach to measure more accurately our progress against our goals. § Using the scorecard led to: research into best practices in web-conferencing; clear targets revised/improved year upon year; quality indicators for in-person and online workshops. § The scorecard makes it easy to communicate how we are doing to our stakeholders. Financial Perspective: To succeed financially, how should we appear to our stakeholders? Manage finances within available resources Obtain additional funding Secure external sponsor commitment Customer Perspective: To achieve our vision, how should we appear to our customers? Meet utilization targets Provide information based on need/requests Enable increased access and reach Offer workshops to meet clients' needs Achieve high customer satisfaction Internal Business Perspective: To satisfy our stakeholders and customer, what business process must we excel at? Appropriate, timely evaluation Market SCC Learning & Growth: To achieve our vision, how will we sustain our ability to change and improve? Share model of knowledge transfer Continual learning and growth in volunteers Table 1. Balanced Scorecard Goals Table 2. Revised Performance Indicators Balanced Scorecard Contacts: Sandra Mills, [email protected] Sheila Casemore, [email protected] Old Indicators New Indicators # of workshops # of in-person workshops (monthly themed workshops & special events) # of participants for all workshops # of participants in in-person workshops # of new webinars developed # of webinars # of participants in webinars # of webinar sites Photo 1. SCC Workshop participants, 2012.
Transcript of balanced scorecard poster - Spinal Cord Injury Ontario · Balanced Scorecard Goals Table 2. Revised...
A Balanced Scorecard Used to Determine Success in an SCI Resource CentreSandra Mills, MEd1 w Jennifer Yee 1, w Sheila Casemore, BSc 2w
1Toronto Rehabilitation Institute, Toronto, ON w 2 Canadian Paraplegic Association Ontario w
Background§ UHN Toronto Rehab Spinal Cord Program and the Canadian
Paraplegic Association Ontario (CPA Ontario) have developeda creative approach to enhancing health, quality of life, andcommunity participation of people with spinal cord injuries.(Photo 1)
§ Spinal Cord Connections (SCC) is both a resource centre anda website.
§ SCC brings together Toronto Rehab’s clinical and researchexpertise with CPA Ontario’s community-based expertise andpeers’ lived experience.
§ SCC leadership sought a transparent, efficient and effectiveway to jointly manage the resource centre.
Objectives1. Develop a tool for SCC leadership to monitor objectives and
user outcomes for SCC resource centre.2. Evaluate the balanced scorecard’s usefulness in resource
centre management and website launch.
Methods§ Using Kaplan and Norton’s (1992) framework we created a
balanced scorecard to evaluate the components of strategicplanning, resource allocation and overall management of theresource centre and website.
§ The scorecard measures success according to strategicobjectives in the financial, customer, internal business, andlearning and growth perspectives. (Table 1)
§ We gather data quarterly and monitor performance.§ Financial indicators help us link spending to programs and
objectives in a timely and disciplined manner.§ Customer Perspective indicators allow us to track utilization
targets, information dissemination, access and reach.§ Internal Business Perspective indicators examine marketing and
outreach initiatives.§ Learning and Growth indicators track knowledge transfer and
continual growth.
Conclusions§ The scorecard shows promise as a useful support for SCC
program design, development, implementation and evaluation.§ At-a-glance management tools may contribute to transparent
program management and decision making in a partnershipenvironment.
§ The scorecard supports the SCC vision to provide qualityservice, information and education.
Results§ Scorecard in use since April 2011.§ Quarterly tracking provides leadership with a tool to identify
strengths and areas requiring development and resources.§ Generally our 11/12 outcomes were on or exceeding target,
and likewise for the first two quarters of 12/13.§ In April 2012 we revised indicators around access and reach to
measure more accurately our progress against our goals.§ Using the scorecard led to: research into best practices in
web-conferencing; clear targets revised/improved year uponyear; quality indicators for in-person and online workshops.
§ The scorecard makes it easy to communicate how we aredoing to our stakeholders.
Financial Perspective: To succeed financially, how should we appear to our stakeholders?
Manage finances within available resourcesObtain additional fundingSecure external sponsor commitmentCustomer Perspective:To achieve our vision, how should we appear to our customers?
Meet utilization targetsProvide information based on need/requestsEnable increased access and reachOffer workshops to meet clients' needsAchieve high customer satisfactionInternal Business Perspective:To satisfy our stakeholders and customer, what business process must we excel at?Appropriate, timely evaluation Market SCCLearning & Growth:To achieve our vision, how will we sustain our ability to change and improve?Share model of knowledge transfer Continual learning and growth in volunteers
Table 1. Balanced Scorecard GoalsTable 2. Revised Performance Indicators
Balanced Scorecard
Contacts: Sandra Mills, [email protected] Casemore, [email protected]
Old Indicators New Indicators
# of workshops# of in-person workshops(monthly themed workshops & special events)
# of participants for all workshops # of participants in in-person workshops
# of new webinars developed # of webinars# of participants in webinars# of webinar sites
Photo 1. SCC Workshop participants, 2012.
