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.


The scorecard is a management tool designed to assist in determining our course of action and aligning our activities and goals with the strategic initiatives of the division, while providing a tool to track and monitor our success.  It 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 the division.

The RHS Scorecard strategy map is a guide that helps to develop a strategy for meeting departmental goals and increasing performance. 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 team members to Deliver Outstanding Spartan Experiences, which is a foundational value within RHS.

The RHS Scorecard measures the division’s performances within four key perspectives: financial, customer, internal business processes, and learning and growth


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.