Housing & Hospitality Services Who are we and how do we measure success? Be Part of Our Success.

Slides:



Advertisements
Similar presentations
Building the Balanced Scorecard
Advertisements

Using Baldrige to Create Organizational Alignment & Integration
Strategic Visioning Process Pleasant Valley District #62
OUR STRATEGIC PLANNING JOURNEY. The Department of Medicine Strategic Plan  Our roadmap for the future  It will shape and guide what the Department of.
The HR Paradigm Shift Discover Stakeholder Value for the Human Resources Function.
Eaton Business System Overview
“city of people, ON THE MOVE” ONE TEAM, ONE VISION.
Becoming a Strategic Partner: Key Leadership Competencies
Strategic Planning Joseph W. Lapilio III – Na Ki`i Ku LLC Tracy Janowicz – Ho`okupa`a.
HEMS Vision & Mission Our Program, LLC. Vision Vision Mission Mission Principles Principles Collaboration Collaboration Authenticity Authenticity Mission.
Principles of Management Learning Session # 24 Dr. A. Rashid Kausar.
Relentless Rounding for Outcomes
Our Vision, Mission and Core Values
Chapter 3 – Evaluation of Performance
Balanced Scorecard Metrics Workshop UC Berkeley Business and Administrative Services March, 2001.
Planning Process Language of Planning Planning Process
Strategic Purchasing at Penn Impacting the Institution's Bottom Line October 21, 2005 Presented by: Ralph Maier Director of Purchasing Services.
2010 MUSC Excellence Faculty/Staff Survey Leadership Development Institute July 23, 2010.
NBS Strategic Management Division2004/5 Page 1 SM352 Strategy Strategy Mission and Objectives.
10 Balanced Scorecard Chapter Financial and non-financial measures Short-run and long-run performance to assess.
UC San Diego Financial Perspective How do we look to resource providers? Customer Perspective How do customers see us? Internal Process Perspective Are.
Pittsburgh, PA Software Engineering Institute Carnegie Mellon University Pittsburgh, PA Sponsored by the U.S. Department of Defense.
The Balanced Scorecard. Developed by Robert Kaplan and David Norton. Introduced in the early 1990s. Motivated in part by Wall Street’s focus on quarterly.
FAS and the Balanced Scorecard Building a Data-Driven and Strategy-Focused Organization.
© Centre for Integral Excellence Sheffield Hallam University Education Community of Practice University of Bergen, January.
Jessica Burns, Mike Baker, John Klinger. Strategic Management Definition- the art and science of formulating, implementing, and evaluating cross-functional.
Data Dashboards and Key Performance Indicators Presented by: Melissa Wright, M.A. Assistant Director, Baseline September 21, #labgabLike.
What is a Balanced Scorecard? 1 The balanced scorecard is a tool that aligns an organization’s activities to its vision and strategy Used to monitor performance.
Chapter 2 Strategic Training
© 2012 Jones et al: Strategic Managerial Accounting: Hospitality, Tourism & Events Applications 6thedition, Goodfellow Publishers Chapter 15 Performance.
P e r f o r m a n c e Measuring Results of Organizational Performance Lesson 4 Performance Methodology: The Balanced Scorecard.
Multiple Measures of Performance Multiple measures of performance may be most useful as a way of providing a focus on what factors have the most impact.
Connecting the team with vision and strategy. The imago vision & Mission Our Vision: to be the best at what we do. Mission: to exceed customer expectations.
Leveraging the it balanced scorecard as alignment instrument
John M. White, Health Services 1 Building a Healthy Culture Key Elements of a Comprehensive Health Strategy John M. White, Ph.D. Global Health Promotion.
STRATEGIC PLANS An Overview of Plans Within Maricopa.
Strategic Planning Process History Information gathering with key stakeholders Staff Students Parents Community Members Plan development with focus groups.
Strategic Management: Value Creation, Sustainability, and Performance, 3e, 2014 Strategy Implementation: Internal Control and Performance Chapter 12.
Culture Conversations The data generated by the Denison survey offers an excellent opportunity to engage your employees and colleagues in some important.
E P R E nterprise P erformance R eporting A Fundamentally Better Way to do Business TM.
All Employee Meetings - December, BFS--”Count on Us” Where have we come from? Where are we now? What does the future bring?
Build a Better HR Scorecard Colorado SHRM Human Resources Conference 1.
Chapter © 2012 Pearson Education, Inc. Publishing as Prentice Hall.
Balanced Scorecard. Linking measurements to strategy.
Agenda  Finance and Administration Strategy - Vision, Mission and Core Values - Balanced Scorecard Objectives  Key Initiatives  Your questions.
The Denison Model.
HUMAN RESOURCES BALANCED SCORECARD R.Kannan. CUSTOMER PERSPECTIVE STRATEGIC OBJECTIVESPERFORMANCE MEASURES Objective: Improve Customer Satisfaction Measures:
UCLA Housing & Hospitality Services Denise Shields of Shields Resource Group.
December 10, 2007 Denise Shields Shields Resource Group H&HS Performance Measurements Evaluating and Aligning Existing Metrics.
WHAT IS IT? Balanced Scorecard A framework that sets visual strategies for the co-workers to translate them into actions to improve the main perspectives.
AFM The Balanced Scorecard By Isuru Manawadu B.Sc in Accounting Sp. (USJP), ACA.
Quality and San Juan College Dr. Carol Spencer. About San Juan College.
Measurement Systems. Development of Information Information is necessary for both control and improvement Information derives from analysis of data Data,
The Balanced Scorecard
Information, Analysis, and Knowledge Management in the Baldrige Criteria Examines how an organization selects, gathers, analyzes, manages, and improves.
Internal Auditing Effectiveness
August 15, 2005 © Campus Strategies 1 Measurement: Linking Budgeting to Planning MSU Planning/Budgeting/ Measurement Retreat August 15, 2005 Larry Goldstein.
DGS Town Hall with Director Fred Klass October 3, 2011.
Performance Management: Expectations + Training + Accountability = Improved Performance.
Scottish Local Authority Chief Internal Auditors Group Conference - June 2013.
Balanced Scorecard The University of Texas at El Paso Division of the Vice President for Business Affairs.
1 Balanced Scorecard Philosophy, Basics, Fundamentals, and Functions.
Strategy Evaluation and Control
Human Resource Management 1 Performance Management Process.
Using The Balance Scorecard
Today’s Agenda The importance of a conversation
Prof. Dr. Dan Dumitru Popescu
The Difference Between Success and Failure
Strategy Implementation: Internal Control and Performance
Core Competencies of a World Class Customer Advisory Board
Presentation transcript:

Housing & Hospitality Services Who are we and how do we measure success? Be Part of Our Success

Agenda  Strategic Measurement Model  Mission, Vision, and Values  Key Success Factors  Performance Measurements  Annual H&HS Balanced Scorecard

Be Part of Our Success Strategic Measurement Model Mission, Vision, and Values Key Success Factors Performance Measurements Goals and Objectives Strategies

Be Part of Our Success Mission and Vision Mission H&HS supports the teaching, research, and public service mission of the University by delivering to our customers a wide array of quality services, products, and programs which meet or exceed their expectations. Vision UCLA H&HS will be recognized by internal and external customers, peer institutions, and competitors as best in kind for a wide array of services and products.

Be Part of Our Success Core Values Service: We strive to provide exceptional service Teamwork: We establish and nurture teamwork within and across divisional lines Acknowledgement: We acknowledge each other and our individual contributions toward the organization’s mission. Respect: We treat our customers, each other, and our resources with the utmost respect.

Be Part of Our Success H&HS Key Success Factors  Customer Satisfaction  Employee Satisfaction  Learning and Innovation  Improved Business Processes  Financial Management

Be Part of Our Success H&HS Performance Measurements (metrics)  Value to the department  Fact-based data  Link to Key Success Factors  Communicated routinely

Be Part of Our Success AVC Metrics Customer Service  % of customers satisfied  % of customers more than satisfied Employee Satisfaction  % of employees satisfied  % of employees satisfied with teamwork Learning and Innovation  % satisfied with training opportunities

Be Part of Our Success AVC Metrics Improved Business Processes  Training hours/career FTE  Non first aid Injuries  % of work orders completed in 24 hours  Occupancy rates  % of web-based payments/total transactions

Be Part of Our Success AVC Metrics Financial Management  Bottom line ratio  P&I ratio  Debt Service coverage  Reserve balance ratio  Major maintenance coverage ratio Community Relations  Reading is Fundamental volunteer hours  Pints of blood from H&HS sponsored blood drives

Be Part of Our Success H&HS AVC Scorecard Goal Area 2005/62006/7 PerformanceRatingWeighted ResultObjective PerformanceLevelFactorScore Customer 90.50%92.00% 88.90%96.63% Satisfaction Employee 52.90%54.00%50.70%93.89% Satisfaction Learning and Innovation 68.70%72%71.00%98.61% Improved Business Processes %100%101.98% (from HD metrics) Financial %100%138.26% Performance Overall Score

Be Part of Our Success Conclusion Who are we? Our Mission What do we aspire to be? Our Vision What do we stand for? Our Core Values What do we focus on to help us achieve our vision? Key Success Factors How do we measure success? Metrics and Scorecard