In 1997, the academic departments rated the department as good, and productivity and efficiency benchmarks doubled. Performance goals and remedial performance action plan commitments are built into the performance review process through the organization. Performance measurement data are made relevant by making them accessible for analysis at operational levels where there is a need to construct a variety of data views. The performance data are loaded into decision support software on the UCSD network, and staff can download data onto their local network. The information from the four perspectives of the balanced scorecard are analyzed and discussed each year at a two-day senior management retreat.
Participants also consider how to improve the balanced scorecard program.
Information assessment priorities for process improvement initiatives are based on an opportunity assessment conducted at the retreat. Services that are pegged for initiatives have a negative performance measurement gap, poor financial performance, poor customer satisfaction, and relatively large cost of operations. When some of these factors are less intense, the opportunity assessment is downgraded to medium. A focused assessment is called for when the needed improvement is small in scope. No assessment is made for services with positive performance measurements.