management frameworks - university of southern california · dashboards. key performance....
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J O E M A T T H E W SU S C , O C T O B E R 2 0 1 5
MANAGEMENT FRAMEWORKS
OUTCOMES, VALUE & IMPACT: METR ICS FOR L IBRARY SUCCESS
ORGANIZATIONAL EFFECTIVENESS
• Goal Model
• Internal Process Model
• Open Systems Model
• Multiple Constituencies Model
BARRIERS TO STRATEGIC IMPLEMENTATION
The Vision BarrierOnly 5% of staff members
understands the strategy
The People BarrierOnly 25% of managers have
incentives linked to strategy
The Resource Barrier60% of organizations don’t link
budgets to strategy
The Management Barrier85% of top management teams
spend less than 1 hour
per month discussing strategy
9 of 10 companies
fail to execute
strategy
Complexity of Analysis
Importance
PerformanceMeasures
Dashboards
Key PerformanceIndicators
Critical SuccessFactors
ProcessImprovement
TotalQuality
ManagementQuality Awards
PerformanceMeasurementFrameworks
HolisticFrameworks
ISO 16439
PERFORMANCE MEASURES
Resources Capability Utilization Impact or Effect
Input measures Process measures Output measures Outcome measures
What has changed in the life of the customer?
OUTCOMES
Short-term Intermediate Long-term
Learning
AwarenessAttitudesKnowledgeSkillsOpinionsAspirationsMotivations
Persistent Action
BehaviorPracticePoliciesDecision-makingSocial action
Conditions
SocialEconomicCivicEnvironment
Short term outcomes
Intermediate outcomes
Long term outcomes
Library
Services,
Programs &
Resources
Knowledge & Learning
Enjoyment
Participation
Cognitive Skills DevelopmentSpeech, language & communication literacy Other basic skills (IT, numeracy, health literacyBusiness & Career management skills
Non-Cognitive Skills DevelopmentPersonal, Social & Emotional skills
Well Being & HealthSelf management abilitiesReduce social isolationHappiness & improved mental well being
Social Capital FormationParticipation & volunteeringSocial networks & relationshipsAwareness of external services & benefits
Higher earningsImproved employabilityEconomic growthBetter physical & mental healthReduced crime rates
Improved employabilityMaintain relationships
Increased life expectancyBetter quality of lifeReduced costs of health & social care
Reduced anti-social behaviorReduce crimes & fear of crime
KEY PERFORMANCE INDICATORS
• 5 year graduation rate• Retention rate• Acceptance rate by graduate schools
• Reduced unemployment rate• Increased high school attendance/graduation• Improved kindergarten readiness
CRITICAL SUCCESS FACTORS
Activities and capabilities that define the continuing success of an organization
Staff competencies
Service quality
Customer satisfaction
Community engagement
Innovation
PROCESS IMPROVEMENT
PROCESS IMPROVEMENT
QUALITY AWARDS
Malcolm Baldrige Excellence Framework
European Foundation for Quality Management
Business Excellence Models
PERFORMANCE MEASUREMENT FRAMEWORKS
Service Performance FrameworkPerformance Prism
Performance Pyramid
HOLISTIC FRAMEWORKS
3 Rs of Performance
Results & Determinants Matrix
Strategic Triangle
HOLISTIC FRAMEWORKS
Social Return on Investment
The Big Picture
HOLISTIC FRAMEWORKS
Competing Values Framework
The Balanced Value Model
BALANCED SCORECARD
Financial Perspective
Readiness Perspective
Internal Processes Perspective
Information Resources Perspective
Customer Perspective
Funding
Skilled Staff
Productivity Improvements
Right Collection
Satisfaction
SCORECARD STRATEGY MAP
SCORECARD CHALLENGES
• No linkage of performance measures to the strategic plan
• Organizational resistance – tension between stability and innovation
• Tension between strategy and operations • Reluctance to embrace “stretch” targets • Department “silo” mentality versus organizational
goals linked to strategy • Too many measures• Focus on measures that matter and recognize these
will likely change over time• Involvement of leadership is crucial• Scorecard is a management tool and not a container
for performance measures
EXTERNAL INPUT
MEANS CUSTOMER INTERACTIONS
ENDS
Collins Hedgehog Concept
Orr’s I-P-O-O Model
Logic Model
Evaluation Projects
3 Rs
Strategic Triangle
Results & Determinants
The Big Picture
SROI
Competing Values
Balanced Value Model
Balanced Scorecard
Passion Unique capability
Superior performance
Drive the resource engine
Activities Outputs Outcomes Impact
Input & resources
Inputs needed
Inputs Process OutcomesOutputs
Activities generated Outputs
Outcomes Impact
Intended Impact
ResultsResources Reach
Authorizing Environment
Organizational
Capacity
Public value
Resource utilization Flexibility Innovation Results
Direction Processes Stakeholder SatisfactionPositive Impact
Social, Financial & Ecological
Control Compete Collaborate Create
Internal Impact
Innovation, Social & Economic Impact
Summary Categories
Internal Processing Learning & Growth Customer
Perspective
Community Needs
Intentional Purposes
GuidingPrinciples
Resources Activities Operating Data
KPIs Perceived Value
Financial Perspective
© Joe Matthews, 2015
SELECTING A FRAMEWORK
• Fair accompli
• Focus
• Perspective
• Resonate
ASSESSING VALUE
Guiding principles1. Determining value requires a multi-prong
approach – quantitative & qualitative, social, economic and public value perspectives
2. Recognize that assessing the value of the library in the life of individuals and the community requires us to focus on outcomes
3. A management framework can help present a more comprehensive picture of value
4. There is no silver bullet – recognize that determining value is an iterative process
VALUE CHALLENGES
• Do not set targets
• No understanding of stakeholder value measures
• Measures are not integrated into programs and services
• Outcomes confused with outputs – value measures are not operating measures
• No responsibility for managing measures
THE BOTTOM LINE
How the library contributesto the achievement of organizational goals!
Or, it should be!
Joe AT JoeMatthews.Org
RESOURCES
Joseph Matthews. Assessing Organizational Effectiveness: The Role of Performance Measures. Library Quarterly, 81 (1), 2011, 83-110.
Joseph Matthews. Scorecards for Results: A Guide for Developing a Library Balanced Scorecard. Westport, CN: Libraries Unlimited, 2008.
Moe Hosseini-Ara and Rebecca Jones. Overcoming Our Habits and Learning to Measure Impact. Computers in Libraries, 33 (5), June 2013.