Malcolm Baldrige National Quality Award - HFMA: Massachusetts
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Transcript of 1 Balanced Scorecard Workshop Presented by: Matt H. Evans, CPA, CMA, CFM Public Sector Retreat on...
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Balanced Scorecard WorkshopBalanced Scorecard Workshop
Presented by:Matt H. Evans, CPA, CMA, CFM
Public Sector Retreat on Malcolm Baldrige Performance
Excellence
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Purpose of the WorkshopPurpose of the Workshop
• Introduce the Balanced Scorecard to the Organization
• Make sure everyone understands how the scorecard works
• Communicate how the Balanced Scorecard fits with the Malcolm Baldrige Model of performance excellence
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Table of ContentsTable of Contents
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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• The Organization will become more “strategically focused” over the next ten years given the recent policy directive issued by BSP (Budget & Strategic Planning).
• People at all levels have relied heavily on tactical performance measurements, such as number of maps submitted, number of land structures in flow, and % of supply vendor contracts in place.
• Need more balanced approach to looking at performance, both tactical and strategic.
• Only 5% of a workforce tends to understand their company’s strategy.
• 86% of executive teams spend less than one hour per month discussing strategy.
Why the Balanced Scorecard?Why the Balanced Scorecard?
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• The Organization’s Information Resource Planning System (IRPS):
- Enterprise wide system for how we will evaluate success – division read outs, data turnarounds, global partnerships, etc.
- Must be integrated into all agency components (such as region and global outlet offices)
- Designed around the Balanced Scorecard framework
• The Balanced Scorecard will be the strategic view of performance for the agency, balancing out our current tactical view of performance which is already in place.
A Major Driver is . . . A Major Driver is . . .
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Government Performance Results ActGovernment Performance Results Act
Required to develop long-term Strategic Plans ("SP")
Specify general Goals and Objectives
Develop Annual Performance Plans ("APP")
Specify measurable performance goals
Annual Performance Report ("APR")
Demonstrate actual results
APP goals should show the expected progress toward meeting the long-term goals of the SP
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Public Sector Organizations –Public Sector Organizations –More Strategic FocusMore Strategic Focus
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Introduced in 1992, by Robert Kaplan and David Norton, the Balanced Scorecard is the most commonly used framework for ensuring that agencies execute their strategies. Today, about 70% of the Fortune 1,000 companies utilize the Balanced Scorecard to help manage performance.
Balanced Scorecards are used as the roadmap for creating the “Strategic Management System” or our IRPS. And this will drive overall organizational performance for our entire agency!
Where it started . . .Where it started . . .
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Some Basic PrinciplesSome Basic Principles
• Quantifies the Agency Strategy in measurable terms• Strategy is summarized on a Strategy Map over four views
of performance (perspectives).• Must capture a cause-effect relationship between strategic
objectives over the four perspectives on the Strategy Map.• Critical Components include:
- Measurements
- Targets
- Initiatives• Everything must be linked: Goals to Objectives, Objectives
to Measurements, Measurements to Targets.
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Four Views of PerformanceFour Views of Performance
• Strategy can be described as a series of cause and effect relationships.
• Provides a “line of sight” from strategic to operational activity
– working on the “right” things.
“If we succeed, how will we look to our stakeholders?”
Stakeholders
Strategic Objectives
“To satisfy our customers, at which processes must we excel?
Internal Processes
"To execute our processes, how must our organization learn and
improve?"
Learning & Growth
“In order to succeed, what investments in people and
infrastructure must we make?”
Agency Investments
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Strategy
AgencyAgency
DepartmentDepartment
Team/IndividualTeam/Individual
Measures Objectives
Complete Framework for IRPS
The Importance of AlignmentThe Importance of Alignment
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Alignment all the Way Through Alignment all the Way Through
Improved "Cause and Effect" Knowledge
Innovation
Business ProcessesImproved Environmental Assessment Reports
ManagementJustified Initiatives to Improve Water Quality
Investments Available to be Allocated to Other Critical Areas
Environmental HealthImproved Water QualityRelationship
ManagementEnhanced Public Confidence
Increased Investment Accountability
Financial ManagementDecreased Litigation Costs
Resource Investment
Goal: Improve environmental health
Initiative: Data MiningPerformance Gap: Less than Organization watershed water quality
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In order to be successful, the In order to be successful, the Agency’s IRPS should . . .Agency’s IRPS should . . .
• Be comprised of a balanced set of a limited vital few measures;
• Produce timely and useful reports at a reasonable cost;
• Display and make readily available information that is shared, understood, and used by the Agency; and
• Supports the organization’s values and the relationship the organization has with customers, suppliers, and stakeholders.
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• Get down to a set of quantifiable strategic objectives:
Too vague
More precise
• Make sure your objectives have a direct relationship to your goals and your goals have a direct relationship to your mission and values.
Before we can map your strategy . . .Before we can map your strategy . . .
Improve Customer Service
Reduce average customer wait times by 30% by year end
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Table Of ContentsTable Of Contents
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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Inte
rna
l P
roc
es
sS
tak
eh
old
er
Le
arn
ing
& G
row
th
Reduce Re-Activities thru ABC/M
Establish Web Based Self Services
Knowledge Management
Human Capital
Improved Returns on Investments
More rapid and accessible services
Leadership Development
Inv
es
tme
ntsStrategy Map: Capture a Cause Effect Strategy Map: Capture a Cause Effect
Relationship from the Bottom UpRelationship from the Bottom Up
IT InfrastructureFacilities and Fixed Assets
Economic Model Process
Expand Global Facility Reach
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Two Special TechniquesTwo Special Techniquesfor Building Strategy Mapsfor Building Strategy Maps
The 4 to 5 Rule
Splitting the Perspective
General Rule of Thumb to ensure strategy map is developed both vertically and horizontally
Way of pulling out both drivers and outcomes that match up against the core competencies of the business model
Customer Growth Customer SatisfactionRetention Rate
Timely Delivery Pricing Quality Service Reputation
Customer Perspective
Outcomes
Drivers
Weak Strong
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• Articulates how the organization creates value for its constituents and legitimizing authority
• Displays key priorities and relationships between outcomes (the "what") and performance enablers or drivers (the "how")
• Provides a clear view of "how I fit in" for sub-organizations, teams, and individuals
• "Cascading the scorecard throughout the organization, and clearly mapping the various units and functions back to the organization or agency-wide map is critical to leveraging and ensuring alignment"
Key Benefits of Strategy MapsKey Benefits of Strategy Maps
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Executive consensus and Executive consensus and accountability:accountability:
Building the map eliminates ambiguity and clarifies
responsibility.
Educate and Communicate:Educate and Communicate:
Build awareness and understanding of organization
strategy across the workforce.
Ensure Alignment:Ensure Alignment:
Each sub-unit and individual link their objectives
to the map.
Source: "Using Balanced Scorecard Technology to Create Strategy-Focused Public Sector Organizations", Robert S. Kaplan, April 21, 2004, pg. 20
Promote Transparency:Promote Transparency:
Communicate with and educate constituents, partners,
oversight bodies, and the general public.
Strategy Maps – Strategy Maps – A Better Way to Communicate StrategyA Better Way to Communicate Strategy
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Multiple Choice Question – Multiple Choice Question – Cause Effect on Strategy MapCause Effect on Strategy Map
The top perspective of the Balanced Scorecard is the final end results or outcomes we want to achieve. This perspective is called:
a. Internal Processes
b. Stakeholder / Customer
c. Learning & Growth
d. Agency Investments
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Multiple Choice Question – Multiple Choice Question – and the answer is . . . and the answer is . . .
b – “Stakeholder / Customer” are those who we ultimately serve and we must meet their needs and requirements. This is our final end result within the scorecard model.
Balanced Scorecards tell you the knowledge, skills and systems that your employees will need (learning and growth) to innovate and build the right strategic capabilities and efficiencies (internal processes) that deliver specific value to the market (customer) which will eventually lead to higher shareholder value (financial).
– “Having Trouble with Your Strategy? Then Map It” by Robert S. Kaplan and David P. Norton - Harvard Business Review
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Once you have completed your strategy map, make sure it aligns with agencies or divisions you report up to. This overall alignment of scorecards throughout the entire Organization forms the Strategic Management System within IRPS.
Best Business Practices
Expand Global Reach
Expand the Skill Base
Lean Processes
Organization Scorecard
Improve Asian Footprint
Develop the Workforce
GOG Scorecard
Process Efficiency Grow Globally
Highly Skilled
WorkersAgency Scorecard
Streamline Processes
Continue to Expand Range
Improve Employee
Competencies
OutletScorecard
IRPS
Aligning the ScorecardsAligning the Scorecards
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Detailed statement of
what is critical to successfully achieving the
strategy
How success in achieving the
strategy will be measured and
tracked
Key action programs
required to achieve
objectives
The level of performance
or rate of improvement
needed
Objective Description
Target
2 per setup per month each Outlet Office
InitiativeMeasure
Number of Reworks
Strategy Map
Sta
ke
ho
lde
rIn
tern
al
Pro
ce
ss
L&
G
Faster Service Access
Self Service Applications
Web Enable Technologies
Process and ValueMap Analysis
Lean Processes
Inv
es
tme
nts
Invest in IT
Extend the Map into Measurements, Extend the Map into Measurements, Targets and InitiativesTargets and Initiatives
Lean / Six Sigma
Eliminate waste, reworks, and other errors in our processes
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Make sure the components of your scorecard fit together. We want to create a tight model for driving execution of your strategy.
Goal Objective Measurement Target Initiative
Achieve Agency operational efficiencies with best practices in the private sector
Reduce Operational Service Costs by 50% over the next 5 years
Cost per Outlet Office, Cost per Region, Cost per FTE
5% - Year 1
10% - Year 2
15% - Year 3
Activity Based Costing / Management
Reduce identified re-activities within primary processes by 80% over the next 3 years
Waste Volume Charts, Rework Tracking, Cycle Time End to End in S-LX (5 of 7 Regions)
Waste stream reductions of 5% each year, Reworks cut in half for next 3 years, cycle time cut by 75%
Lean / Six Sigma
Alignment of Scorecard ComponentsAlignment of Scorecard Components
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Multiple Choice Question – Multiple Choice Question – Create a Tight ModelCreate a Tight Model
The Balanced Scorecard process captures a cause and effect relationship based on having all parts linked together. Strategic goals link down to objectives, objectives link down to measurements, and measurements link to:
a. Mission
b. Goals
c. Budgets
d. Targets
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Multiple Choice Question – Multiple Choice Question – and the answer is . . .and the answer is . . .
d – Measurements should be linked to targets. We want a one-to-one relationship so that measurements are actionable to the Agency.
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Table Of ContentsTable Of Contents
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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Performance Measurement is a process by which an agency / program / function / outlet office objectively assesses and evaluates the extent to which it is accomplishing a specific objective, goal, or mission. Performance measurement alone is incomplete.
Performance Management is a systemic link between company strategy, Investments, and processes. Performance Management is a comprehensive management process.
The Context of MeasurementThe Context of Measurement
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• Enables decision making• Manage by results• Promote accountability• Distinguish between program success and failure• Allow for organizational learning and improvement• Justify budget requests• Optimize Investments• Provide means of performance comparison• Fulfill mandates• Establish catalysts for change• And so on…
Why Measure Performance?Why Measure Performance?
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Knowing what is going on in their enterprise Effectively making and supporting decisions regarding
Investments, plans, policies, schedules, and structure Specifically communicating performance expectations to
subordinates Identifying performance gaps that should be analyzed and
eliminated Providing feedback that compares performance to a
standard Identifying performance that should be rewarded
Without Measuring, Decision Makers Have No Basis For:
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Leading
Definition
Lagging
Input
Output
Outcome
Objective / Quantitative
Example
Intermediate outcomes that predicts or drive bottom-line performance results
Measure Type
Bottom-line performance results resulting from actions taken
Amount of Investments, assets, equipment, labor hours, or budget dollars used
Units of a product or service rendered - a measure of yield
Resulting effect (benefit) of the use or application of an output
Empirical indicators of performance
Subjective / Qualitative
Perceptions and evaluations of major customers and stakeholders
Employee turnover rate
Employee satisfaction rating
Number of Value Meal orders fulfilled
Customer satisfaction rating
Wait time
Customer complaints received as a % of total customers served
Number of cashiers
Types of MeasurementsTypes of Measurements
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Stakeholder / CustomerStakeholder / Customer Internal ProcessesInternal Processes
Learning and GrowthLearning and Growth InvestmentsInvestments• % of facility assets fully funded for
upgrading• % of IT infrastructure investments
approved• # of new hire positions authorized for
filling• % of required contracts awarded and in
place
• Percentage employee absenteeism• Hours of absenteeism• Job posting response rate• Personnel turnover rate• Ratio of acceptances to offers• Time to fill vacancy
• Number of unscheduled maintenance calls• Production time lost because of maintenance
problems• Percentage of equipment maintained on
schedule• Average number of monthly unscheduled
outages• Mean time between failures
• Current customer satisfaction level• Improvement in customer satisfaction• Customer retention rate• Frequency of customer contact by
customer service• Average time to resolve a customer
inquiry• Number of customer complaints
Examples of Measurements by PerspectiveExamples of Measurements by Perspective
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Multiple Choice Question – Multiple Choice Question – Appropriate MeasurementAppropriate Measurement
The measurement, % of employees following a supervisor approved competency model, would most likely be placed in which perspective of the Balanced Scorecard?
a. Stakeholder / Customerb. Learning and Growthc. Agency Investmentsd. Internal Processes
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Multiple Choice Question – Multiple Choice Question – and the answer is . . . and the answer is . . .
b – this measurement relates to helping grow the workforce and this would most likely fit with the Learning and Growth perspective of the Balanced Scorecard.
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• You should have at least one measurement for each objective.
• Measurements define or explain objectives in quantifiable terms:
Vague => We will improve customer servicePrecise => We will improve customer service by reducing response times by 30% by year end.
• Measurements should drive change and encourage the right behavior.
• Should be able to influence the outcome.
Some Basic Guidelines forSome Basic Guidelines forGood Performance MeasuresGood Performance Measures
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Selection Criteria for Selection Criteria for Performance MeasurementsPerformance Measurements
MEANINGFUL - related significantly and directly to organizations mission and goal
VALUABLE – measure the most important activities of the organization
BALANCED – inclusive of several types of measures (i.e. quality, efficiency)
LINKED - matched to a unit responsible for achieving the measure
PRACTICAL – affordable price to retrieve and/or capture data
COMPARABLE – used to make comparisons with other data over time
CREDIBLE - based on accurate and reliable data
TIMELY - use and report data in a usable timeframe
SIMPLE -- easy to calculate and understand
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1. Relevant– Addresses an operational or strategic performance issue– Is results- or outcome-focused – Provides useful information to enable decision making
2. Measurable– Quantifiable and Objective– Facilitates Analysis – Can be done in a timely manner with high accuracy– Data are available and collectable
3. Actionable– Can be tracked to an appropriate person or team responsible for the
activity measured– Measure relates to process inputs that can be controlled/adjusted
to address concerns
Three Criteria Used for Agency ScorecardThree Criteria Used for Agency Scorecard
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Measurement Relevant Measurable Actionable
% of Global Outlets that follow the end to end process defined in IRPS
3 1 2
Number of score studies completed 3 2 3
% of Region Centers using ABC Models to manage 65% of their allocation costs
3 2 3
% of eligible employees who are participating in the Competency Model Development Program
3 2 2
% of map points loaded and operational in GPS Tracking
3 2 2
A “0” or “1” in any column indicates that you need to revisit this measurement before implementation.
0 = Does not apply 1 = Poor 2 = Acceptable 3 = Good
Scoring Measurements Against Scoring Measurements Against the Three Selection Criteriathe Three Selection Criteria
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Multiple Choice Question – Multiple Choice Question – Match the Objective to the MetricMatch the Objective to the Metric
Assume the Agency Plan has an objective: Improve the productivity of docking services at all stations. Which of the following measurements would be most appropriate for this objective?
a. Number of reruns required to complete the docking service
b. % of vendor contracts executed in 90 days c. Number of people completing the off-shore
warranty training programd. % of supervisors who submitted budget
action plans within 60 days of close-outs
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Multiple Choice Question – Multiple Choice Question – and the answer is . . .and the answer is . . .
a – If we measure re-runs, this probably will give us some benchmark by which we can measure docking station efficiency and productivity.
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A Closer Look at How Things LinkA Closer Look at How Things Link
Mission:Protect people and property
Strategic Goal #1:Reduce damage caused by motor vehicle accidents
Annual performance goal 1A:Reduce deaths per crashes to 1.10 per
100m miles traveled by 2005
Measure: Fatality rate per 100m miles traveled
Transportation Safety Example
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The Measurement Pyramid The Measurement Pyramid
Goal
Outcome Performance
Measures
Program
Program Performance Measures
Program Components
Program Component Performance Measures
Activities
Activity Performance Measures
Strategic/GPRA GoalsEnd-Outcomes
Longer-Term IntermediateOutcomes
Shorter-TermIntermediateOutcomes& Outputs
Outputs& Inputs
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Some Tools for Determining Some Tools for Determining What to MeasureWhat to Measure
InputsProcess/System Output
IntermediateOutcomes
EndOutcome
Program Logic Model
DesiredOutcome
Causal AnalysisProcess Flow
ResultsOf
Testing
Not AcceptableAcceptable
PrototypeProduct
Back to Laboratory
To Market
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1. Outputs/Product
2. Program Inputs
3. Financial Indicators
4. Work/Activities
5. Timeliness of Services
6. Internal Measures of Quality
7. Operating Ratios
8. Outcomes of Products or Services
9. External Customer Service
10. Equity of Services to Users
Source: GAO-GGD-92-65 “Agency Use of Performance Measures”
Top Ten Metrics in the Public Sector Top Ten Metrics in the Public Sector
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Table Of ContentsTable Of Contents
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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• Past performance trends per historical data.• Performance levels of similar organizational units
at a comparable level that facilitates benchmarking.
• Best practices across the agency, the public sector or the private sector. Must be at a pre-existing high level of performance before you use this approach.
• For newly launched services, may have to establish a baseline per a prototype test and extend out from this point forward.
• For major strategic shifts, may have to set directly per the plan itself without regard for hard data.
How to Set Targets How to Set Targets
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• Targets match up with measurements, one to one. • Targets require improving current levels of
performance. • Targets are a stretch, but achievable: they may
require improvements to existing processes.• Targets are quantifiable so that the target
communicates if the expected performance was met.
• Long-term targets are established before short-term targets.
• Financial/Budget related targets are established before non-financial targets.
Checklist for Setting TargetsChecklist for Setting Targets
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Average Turnaround Times at Docking Sites
8 days FY05
7.5 days FY06
6.8 days FY07
Utilization Rate for Self Serve Web Portal
10% FY05 18% FY06 25% FY07
Rotation Internship Participation Rates
1,800 FY05 2,500 FY06 3,900 FY07
Glider integration mapping tool used for geo-sets
Establish baseline
8 per sets 10 per sets
% of agency SES Levels following IRPS from end to end for the entire year
30% FY05 40% FY05 65% FY05
% funding through SEPCO for space mapping
30% FY05 35% FY06 45% FY07
Examples of TargetsExamples of Targets
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• Leader Sponsored• Requires Investments – people, funding, technology,
etc.• Has designated owners• Includes deliverables or milestones• Usually has time deadlines• May be difficult to launch – not resourced• Could encounter obstacles – people are confused,
conflicts with other functions
Characteristics of InitiativesCharacteristics of Initiatives
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Initiatives Goals or ObjectivesValue Mapping Project Improve identification and delivery of all
agency services across the full stakeholder spectrum
Employee Rotation Program Improve the employee turnover and satisfaction scores
Web Self Service Portal Reduce agency costs and streamline our services for more direct service delivery
Common Knowledge Center Expand the overall knowledge base so that inter-functions can learn from one another
Customer Survey and Analysis Tool Program
Develop a more systematic process across the entire agency to better connect to our customers
Shared Service Center Tracking System
Reduce reworks and overlaps between our seven shared service centers
Initiatives should enable strategic executionInitiatives should enable strategic execution
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When you first launch your Initiative, you probably want to use an Output Measurement. Once the Initiative is up and running, change your measurement to an Outcome to see if the Initiative is really having strategic impact.
Initiative Output Measurement
Outcome Measurement
Lean Process / Six Sigma
Number of Projects Defined by Region
Overall reductions in errors, reworks, and cycle times
Activity Based Costing / Management (ABC/M)
% of Service Center Outlets with ABC Models in place for Allocation Costs
Reductions in identified re-activities per process study
Employee Competency Models
% of Employees who have a Competency Model in place
Higher skill levels of employees using the models
Going from Output to OutcomeGoing from Output to Outcome
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• Describes an overall strategic direction• Can improve the communication effectiveness of the
Strategy Map • Examples of themes:
– Innovative Services– Lean Processes– Adaptive Organization– Realign our Core Competencies – Reach the Stakeholder
• Group common set of objectives around a theme
Strategic ThemesStrategic Themes
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Multiple Choice Question – Multiple Choice Question – Sequence Of StepsSequence Of Steps
The basic steps for creating a Balanced Scorecard include:
A = Align your strategy map to other organizational unitsB = Create your strategic plan – including goals and objectivesC = Extend your strategy map into measurements and targets D = Map your strategy over four perspectives
The sequence or order of these steps is (left to right):
Step 1 Step 2 Step 3 Step 4a. A C B Db. C A D Bc. B D A Cd. C B A D
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Multiple Choice Question – Multiple Choice Question – and the answer is . . . and the answer is . . .
c – Step 1 or B – Start with your strategic plan
Step 2 or D – Map your strategic plan
Step 3 or A – Align your strategy map
Step 4 or C – Extend the strategy map into measurements and targets
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TABLE OF CONTENTSTABLE OF CONTENTS
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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Case Study InstructionsCase Study Instructions
• The following handout is an example strategic plan for the Western Agency Region Office (WARO).
• Your team has been assigned the responsibility of mapping the WARO Plan into a single strategy map.
• Each team will be assigned to a breakout room – use use post it notes on the large white template sheetspost it notes on the large white template sheets
• Try to limit your objective boxes on the strategy map to no more than 20 per our 4 to 5 Rule.
• If you have time, you might want to consider arranging or grouping certain objectives together around themes.
• Each team will provide a 10-minute brief.• You have 90 minutes to complete the case study
exercise.
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TABLE OF CONTENTSTABLE OF CONTENTS
I. Balanced Scorecard Basics
II. Creating the Strategy Map
III. Good Performance Measurements
IV. The Final Scorecard Components
V. Case Study Exercise
VI. Some Final Points
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Making the connection to the Making the connection to the Baldrige CriteriaBaldrige Criteria
Malcolm BaldrigeMalcolm Baldrige Balanced ScorecardBalanced Scorecard
LeadershipLeadership Learning & Growth PerspectiveLearning & Growth Perspective
Human Resource CapitalHuman Resource Capital
Business ResultsBusiness Results
Process ManagementProcess Management
Strategic PlanningStrategic Planning Strategy MapStrategy Map
Learning & Growth PerspectiveLearning & Growth Perspective
Internal Process PerspectiveInternal Process Perspective
Customer FocusCustomer Focus Stakeholder / Customer PerspectiveStakeholder / Customer Perspective
Measurements and TargetsMeasurements and Targets
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• IRPS is the Organization’s “Strategic Management System” for creating the Strategically Focused Organization (SFO).
• The Strategic Management System Module within IRPS:– Cascades scorecards down by folders – Includes a web based training component– Analytical tools include unit trends, service costing comparisons, strategy map gap analysis, alignment point scoring, and executive dashboard views sent to PDA’s.
• IRPS Scorecard Module has the following features:- Project / Initiative Tracking with milestones - Automated Email Data Collection- Automated Report Distribution- Linking Capability to Agency Databases (such as SES,
G-PAC, and Shared Service Docking Databases)
Automated System Overview - IRPSAutomated System Overview - IRPS
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• Cascade and align strategy down to the Outlet level (and beyond – personal scorecards) where execution takes place.
• Capture cause effect linkages as you cascade and align down. This will ensure that all of the Agency is moving in the same strategic direction.
• Identify and commit to projects and initiatives that will drive strategic execution.
• Establish performance outcomes in the form of measurements and targets.
• Review results on a regular basis within the Quarterly Leadership Briefings using the Balanced Scorecard framework.
Highlight Important StepsHighlight Important Steps
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• Training Slides (1)
• Performance Based Handbook (1)
• Performance Measurement Tool Kit (1) • Formal Training:
– Offered Quarterly at the Central and Western Region Offices– Annual Leadership Conference – 2 Hour Workshop
• Web Based Training:– IRPS SMS – Option 6, self serve registration
(1) Posted on the internet at: www.exinfm.com/workshop.html
Additional InformationAdditional Information
Contact Information: Matt Evans, [email protected],877-689-4097