Balanced Scorecard

This multidimensional set of metrics is used to track the association's performance in vital functional areas.

Member Satisfaction	Impact/Outreach/Innovation
Internal Processes	Financial Outcomes

Background

Two ongoing challenges for EDUCAUSE member institutions, as for higher education as a whole, are accountability and self-assessment. As an association, EDUCAUSE has the same challenges. How do we align our efforts with the needs and priorities of our stakeholders? How do we track and measure success?

The EDUCAUSE Balanced Scorecard model for Assessing Organizational Effectiveness was begun in the year 2000 to track the association's performance in key functional areas. By allowing comparison over time, it helps us identify areas of strength and those needing attention, and helps us clarify association priorities.

Metrics in most areas are tabulated annually, drawing from a variety of assessment tools that support our strategic planning and are incorporated into the annual Program Plan. "Cockpit-level" performance indicators on this Web site can be quickly understood and easily compared from year to year, and a small set of "idiot lights" warn of areas that require management attention.

This diagnostic tool drew from the balanced scorecard approach used at the University of California. For several years its Partnership for Performance initiative allowed the nine-campus UC system to address institutional performance both at the University-wide business area level and at the individual campus level. The inspiration for the UC metrics system was the balanced scorecard model for construction of well-rounded performance measurements developed by David P. Norton and Robert S. Kaplan and described in Harvard Business Review articles beginning in 1992.