The RHS Scorecard

Welcome to The RHS Scorecard. Based on the Balanced Scorecard concept, it is designed to provide a one-stop location for information on a wide range of performance metrics that contribute to the success of the Division of Residential and Hospitality Services (RHS) at Michigan State University.

BACKGROUND

The Balanced Scorecard is a performance-monitoring tool that originated in the business sector and is being applied to RHS operations and strategic planning.

Our Division uses the RHS Scorecard as a management tool to determine our course of action and align our activities and goals with the strategic initiatives of our Division while providing the format to track and monitor our success.  The RHS Scorecard can assist management as well as front line staff in understanding how internal activities and goals impact our organization. These goals expand upon the historical views of on-time and on-budget to include the desired overall outcomes of our Division. The RHS Scorecard strategy map is a guide that helps to develop a strategy for meeting departmental goals and increasing performance.

The RHS Scorecard uses the strategy map and the measures to enable RHS to manage the implementation of their strategies. The RHS Scorecard measures our Division’s performances within four key perspectives: financial, customer, internal business processes, and learning and growth

For instance, the strategy map can be used to analyze how improvements in employee learning and growth result in improved internal processes, which create superior products and services and, therefore, higher customer satisfaction and increased revenue, and improved financial results which allows our Division to Deliver Outstanding Spartan Experiences.

KEY DEFINITIONS

Perspectives: There are four basic areas that are traditionally used to encompass an organization’s activities: customer, financial, process, and learning and growth.

Lag Indicators: Measures that focus on an end result or summary on whether a target has been met, and often are historical in nature.

Lead Indicators: Measures that are still in progress, provide early warning on the likelihood of meeting or not meeting performance targets, and allow for the modification of strategies to meet these targets. 

Strategic Initiatives: Programs or projects that turn strategy into operational terms and actionable items, provide an analytical underpinning for decisions, and provide a structured way to prioritize projects according
to strategic impact.

Strategy Map: A tool that enables an organization to articulate its strategy through a series of cross-functional cause-and-effect relationships.

Strategic Objectives: A measurable goal that addresses the specific outcomes needed to reach and maintain continuous improvement to reach our goal. These are the measurable components that drive continuous improvement and help us reach our goals.

Target: For each performance measure, the target is the expected result or outcome.