The Library Balanced Scorecard: The Results Please!

1. The Library Balanced Scorecard:The Results Please! Joe Matthews American Library Association June 2007

2. The Challenge There is no framework or predictive model for a library and the services it provides. No understanding of cause-and-effect

3. The Balanced Scorecard Is a strategic management tool that assists a library in aligning all of its activities towards meeting the needs of its customers.

4. The Balanced Scorecard The idea of the scorecard is to describe the essential ingredients of organizational success.

5. Who is Using the Scorecard? • Companies • Federal government • State and local government • Non-profit agencies • A few libraries

6. Translating Vision and Strategy: Four Perspectives

7. The Library Balanced Scorecard Customer Perspective Service attributes & satisfaction Information Resources Perspective Collection (physical & electronic) Internal Processes Efficiency & productivity Learning & Growth Staff skills, technology & climate for action Financial Perspective Accountability & value

8. Why Adopt a Balanced Scorecard? • Change – Formulate and communicate a new strategy for a more competitive environment • Alignment – Each staff member’s actions are guide by the strategies and goals of the library • Focus – Provides management with a tool for monitoring progress towards achieving the library's vision

9. Starting Point • Mission Statement (the present) • Values Statement • The Vision (the future) • Service responses(PLA Planning for Results) • The gap between now and the future leads to a plan of action to achieve the vision. How we get to the future involves strategies.

10. The Failure of Strategy "You can either take action or wait for a miracle to happen. Miracles are great but they are unpredictable." Peter Drucker

12. Barriers to Strategic Implementation The Vision Barrier Only 5% of staff members understands the strategy The Management Barrier 85% of top management teams spend less than 1 hour per month discussing strategy The People Barrier Only 25% of managers have incentives linked to strategy 9 of 10 companies fail to execute strategy The Resource Barrier 60% of organizations don’t link budgets to strategy

13. Strategy is largely about accomplishing more with less, and that requires focus!

14. Types of Strategies Creating a sustainable differentiated valueproposition is the heart of strategy Customer Intimacy Innovative Services Operational Excellence

15. Customer Focused Strategies • Product/Service Attributes • Quality, Availability, Selection, Functionality, Price • Relationship • Service, Partnering • Image • Brand

16. Brands Are … • A name • A logo • Your beliefs • Most importantly, the experiences you provide to your customers

17. Do You Know Your Customers? • Customers • Segment by Demographics • Segment by Use • Market penetration • “Lost” Customers • Non-Customers Do You Listen to the Voice of the Customer?

18. Internal Focused Strategies • Operational Efficiency • Supplier relationships, produce products & services, distribute to customers, manage risk “Are we doings things right?” • Customer Relationships • Provide desired services/products, provide convenient processes, provide customized services

19. Innovation Focused Strategies • Process innovation, manage capital projects

20. For Most Public Libraries Strategy =Tradition! Full Service Library (& vary size) vs. Specific Function Libraries

21. Strategies translate what customers want into what libraries must deliver!

22. Strategies answer the question: “How is the library going to deliver services?”

23. Strategy Is A Hypothesis About What Drives Organizational Success Mission Results or Outcomes Vision Strategy Operations Customer Requirements Identify the key performance drivers that lead to successful strategy execution

24. Sample Strategy Map Customer Perspective Satisfaction Right Collection Information Resources Perspective Productivity Improvements Internal Processes Perspective Skilled Staff Readiness Perspective Funding Financial Perspective

25. Interrelationships • Strategy maps tell where we are going and why • Scorecards explain how well we are doing and provide guidance for what can be next • Budgets tell how we allocate resources

26. Performance Measures Problems • Too many measures and no focus • Entrenched or no measurement systems • Unjustified trust in informal feedback systems • Fuzzy objectives

27. Performance Measures Should be a combination of: • Leading and lagging measures • Financial & non-financial measures • Input, process, output and outcome measures • Internal & external measures

28. Select Measures that reflect on the strategies chosen by the library

29. Scorecard Measures • 3-4 measures per perspective • Simple rather than complex measures • Automated or existing measures • New measures • Rely on staff counts as a last resort

30. Thus, the scorecard assists the library in selecting the “right data” – data that reflects the library’s strategies.

31. Targets • The 80% rule • SWAG targets • Stretch targets (BHAG) Organizations that use targets improve performance by an average of 16%

32. Select Initiatives • Have an impact on achieving your strategies • Identify responsible individual, implementation schedule, resources required, budgetary implications • Look for ways to eliminate it, simplify it, or automate it

33. Knowingthe score is not the objective – changingit is. C.J. McNair

34. Sustaining the Scorecard • Management’s Focus – use the scorecard to drive meeting agendas • Develop a “culture of assessment” • Cascade the scorecard • Communicate your scorecard

37. Use of Library Scorecards Early Adopters Early Majority Late Majority Laggards

38. Scorecard = Change

39. Remember! The Library Balanced Scorecard is about management and change first; the use of performance measures is second.

40. Resources For more information about scorecards, visit www.ci.carlsbad.ca.us/imls Joseph R. Matthews. Scorecard for Results: A Guide for Developing A Library Balanced Scorecard. Carlsbad, CA: Carlsbad City Library, May 2007. Joseph R. Matthews. Measuring for Results: The Dimensions of Public Library Effectiveness. Westport, CN: Libraries Unlimited, 2004.

41. Questions?