François Rochon
The University’s award-winning scorecard was implemented in 2005 and has since proven to be a quick and straightforward method in ascertaining whether the institutional goals are being met.
The 2007 scorecard, released in early December, showed encouraging results. The easy-to-follow card features a stop light system that quickly identifies progress within the 19 indicators. Green represents achievable results, amber indicates challenging areas and red signals a reverse trend.
“Overall, I am very pleased with the direction in which we are going,” says President Gilles Patry. “The scorecard clearly states our goals, measures our progress, allows us to celebrate our successes and focus on areas that need work.”
One such area is the undergraduate student-faculty ratio, which increased slightly to 23.2 students to one professor from 23.1 students to one professor in 2004. Vice-president, academic and provost Robert Major is confident improvements can be made. “Our enrolment projections indicate a levelling off of undergraduate registration. Add to that our hiring strategy over the next couple of years and we should be able to reverse that trend.”
Another red light indicator is learning spaces: classrooms, class laboratories, research laboratories, graduate student offices and, study and library spaces. The Council of Ontario Universities defines this indicator as the ratio of usable square metres of learning space to the number of full-time students. In 2004 that ratio was 3.7m2 of learning space and now sits at 3.5 m2 — a reverse trend. However, the recent addition of the Desmarais Building and the renovation of 200 Lees Avenue, announced in February 2007 as part of the five-year facilities renewal and expansion plan, should address much of the space shortage within the next few years.
“In recent years, our University community has experienced unprecedented growth and our infrastructure must continue to be renewed to meet our needs,” said President Patry at the time of the announcement.
Each of the four scorecard priority areas, student and community, employee quality and engagement, academic excellence, and resources, has performance indicators demonstrating steady progress.
The University is moving in the right direction in areas such as financial aid, staff diversity, research intensity and endowments. Although these areas indicate that the goals are achievable, the momentum must be maintained to ensure that happens.
“The scorecard takes into consideration not only the measures of success, but also enhanced accountability and strategic management,” says President Patry. “It works on many levels and it clearly demonstrates that what employees are doing supports the University’s goals and objectives.”
The scorecard is considered a key communication tool. It ensures that everyone — students, administration, professors, staff and alumni — is on the same wavelength, working together to reach common goals, benchmarking progress and sharing success.
In 2006, the University’s balanced scorecard was awarded the national first prize by the Canadian Association of University Business Officers as part of its annual Quality and Productivity Awards. Since then, the scorecard has garnered national and international attention. Presentations have been made to dozens of universities and colleges in Canada and around the world.
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