Converting Organizational Challenges Into Wins...

Converting Organizational Challenges Into Wins: Implementing The Balanced Scorecard

City of Richmond, Virginia

Department of Public Works

Dwight C. Jones, Mayor

Byron C. Marshall, Chief Administrative Officer

James A. Jackson, Director

Stanley R. Coston, Management Analyst II

Forward

Overview / Objectives

Questions & Answers

Observations

Executive Overview

Building the Plan

The Five Programs

✓

6

5

4

3

2

1

Forward

Overview

Questions & Answers

Observations

Executive Overview

Building the Plan

The Five Programs

✓

6

5

4

3

2

1

Forward

Overview

Questions & Answers

Observations

Executive Overview

Building the Plan

✓

6

5

4

3

2

1

The Program

Forward

Overview

Questions & Answers

Observations

Executive Overview

Building the Plan

The Five Programs

✓ 6

5

4

3

2

1

Overview / Objectives

Questions & Answers

Observations

Executive Overview

Building the Plan

The Five Programs

✓

6

5

4

3

2

1

Objective 1

Overview What do you get to take away from today’s discussion?

The information we share with you today will

help you to develop tools to assist you

identifying those individual performance and

organizational issues and concerns which

exist in your organization, to assign these

issues to members of your leadership cadre

and to monitor the completion of each

assigned issue / concern. Specifically we

hope to share with you the following:

1. What is the Execution Gap

2. Identifying Core Competency

3. Addressing Core Competencies

Objective 2

We’re hopeful this information will assist you

in communicating more effectively with your

leaders, managers and teams, and to

measure the effectiveness of the

communications system you put in place and

to empower your team members to “own” their

process and their performance utilizing the

three A’s of understanding:

o Attitude

o Ability

o Ascendance

Objective 3

We will assist you in understanding how to

improve morale, performance, and efficiency

within the team and to meet performance

expectations within the team by identifying

core competencies and areas of focus.

Overview

Questions & Answers

Observations

Executive Overview

Building the Plan

The Five Programs

✓

6

5

4

3

2

1

Executive Overview

The Department of Public Works inherited

primary responsibility for the transportation

focus area within the strategic plan. This

focus area consists of 10 primary

initiatives with an additional 16 initiatives

located in 6 additional focus areas for

which the department owns or shares in

the responsibility of their completion. As

the balanced scorecard is a dynamic tool

these initiatives are subject to change or

evolve (increase, decrease, broaden, etc.)

as the customer’s expressed needs

change.

Public Works, City of Richmond

In 2010 Mayor Dwight C. Jones set forth the

balanced scorecard (formally referenced “The

Balanced Scorecard Management System”)

initiative as the administration’s lynchpin in the

strategy to accomplish the City’s Mission

Statement: “To Build a Better Richmond.” And to

identify what the citizen’s shared as most

important to them and to develop a strategy to

deploy those expressed outcomes, measure the

effectiveness of the leadership cadre to deliver

these outcomes and to inject accountability at

every level within the organization to ensure the

success of the employed strategy.

There are three elements of Mayor Jones

balanced scorecard strategy: 1) Strategic

planning to identify target areas; 2) Outcome-

based budgeting to drive allocation of resources

and expenditures in the targeted areas; And, 3)

Performance measurement to assess the success

of the initiatives identified from the strategic plan,

focus areas and targets.

Executive Vision

1

2

Strategic Planning

Outcome-based

Budgeting

Performance Measurement

Observations

Overview

Questions & Answers

Building the Plan

Executive Overview

The Five Programs

✓

6

5

4

3

2

1

From day one – condition of equipment;

competence of personnel in key positions;

availability of performance reports; ability of data

collection and analysis systems throughout;

Building the Plan

Organizational

Assessment

From day one – condition of equipment;

competence of personnel in key positions;

availability of performance reports; ability of data

collection and analysis systems throughout;

Communication

Organizational Alignment

Change Management

Accountability

Building the Plan

Organizational

Assessment

Core Competencies

From day one – condition of

equipment; competence of personnel

in key positions; availability of

performance reports; ability of data

collection and analysis systems

throughout;

How do your peers greet you? Are they hopeful to

be able to obtain the product for which your

organization is responsible for delivering? Would

they like to meet with you to discuss concerns

regarding performance of one or several areas for

which you have been placed in charge?

Building the Plan

Organizational Assessment

Customer service satisfaction

Core Competencies

Communication


Change Management

Accountability

Overview

Questions & Answers

Observations

Executive Overview

Building the Plan

The Five Programs

✓

6

5

4

3

2

1

Observations

1

Morale;

Communication;

Disconnection between key

stakeholders;

Equipment ;

Pay .

Work Environment

Observations

Needed

Documentation

Training

Performance evaluations

Corrective action

2 1

Accountability

Morale;

Communication;


stakeholders;

Equipment ;

Pay .

Work Environment

Observations

Needed

Documentation

Training

Performance evaluations

Corrective action

Work Environment

Customer service;

Perception by customer

resident;

Maintenance of

equipment;

Expectations by customer

base;

Cost to deliver service.

Quality / Cost of Service

Morale;

Communication;


stakeholders;

Equipment ;

Pay .

3 2 1

Accountability

Overview

Questions & Answers

Observations

Executive Overview

Building the Plan

✓

6

5

4

3

2

1

The Program

Change Areas of Focus

Voice

Ability: Practical or Theoretical Understanding of subjects

Attitude: Natural or learned Capacities to Perform acts

Ascendance: Patterns of Action or Conduct

The Three A’s to Understanding Execution

Competency Types

Culture Execution

Gap

The space of time and the communication

that exist between creation of the strategy

and accomplishing Grass Roots Baseline

Performance Expectation (BPE)

The Execution Gap WHAT IS IT

Core Competency

Are the observable, measurable knowledge, skills, abilities, and behaviors systems (KSABs)

critical to successful Strategy Execution.

• They should always be under continual review revision and modification.

• Create programs to move you toward continual review revision and modification.

Choosing the right programs allows you to:

• Improve Communication

• Align organizational priorities

• Affect quick positive change

• Force accountability

• Plan how you will organize and develop your workforce.

• Determine which processes and procedures best fit your business needs.

• Developing best practices and procedures

• Manage and train employees effectively.

• Develop staff to fill future vacancies.

Core Competencies DPW

New Car

STRATEGY

EQUIPMENT

MANAGEMENT

EMPLOYEE

http://images.google.com/imgres?imgurl=http://icons.iconarchive.com/icons/aha-soft/people/256/users-icon.png&imgrefurl=http://www.iconarchive.com/show/people-icons-by-aha-soft/users-icon.html&docid=lB7XDuBsNU2XMM&tbnid=jr_b_F0lPZo0_M:&w=256&h=256&ei=Pg-EUfjYC9Sv4AOtxoC4DQ&ved=0CAIQxiAwAA&iact=rics

http://www.google.com/imgres?imgurl=http://aux.iconpedia.net/uploads/259169152996296961.png&imgrefurl=http://www.iconspedia.com/icon/engine-icon-19699.html&docid=tvIDPchbn5vjDM&tbnid=axk9TZGQehm83M:&w=256&h=256&ei=HhCEUbWhFuPi4AOOk4HICg&ved=0CAIQxiAwAA&iact=ricl

http://www.google.com/imgres?imgurl=http://images.colourbox.com/thumb_COLOURBOX4643485.jpg&imgrefurl=http://www.colourbox.com/image/beautiful-car-wheel-on-white-background-image-4640086&docid=2RWhwyR60aSMCM&tbnid=OLMqmePtcECAhM:&w=320&h=294&ei=ehOEUYKEKZbK4AOsrYGQBA&ved=0CAIQxiAwAA&iact=rics

http://www.google.com/imgres?imgurl=https://hillcountrypierogi.files.wordpress.com/2012/06/equal-sign1.png&imgrefurl=http://www.tfmetalsreport.com/blog/4157/monkey-holiday-ends?page=2&docid=gG9Y9C3AQIm00M&tbnid=HFKZXdkmGVhEcM:&w=420&h=420&ei=7RSEUe-ULbGo4AOs-IFQ&ved=0CAIQxiAwAA&iact=rics




http://www.google.com/imgres?imgurl=http://www.rhythmvisions.org/wp-content/uploads/2012/11/speeding-car.jpg&imgrefurl=http://www.rhythmvisions.org/&docid=PFXKI9wn50vMGM&tbnid=kheYIcQbo0psZM:&w=413&h=310&ei=FBiEUc22G5LI4AOTpYGIAg&ved=0CAIQxiAwAA&iact=rics

• Coolant System

• Fuel Injection System

• A/C System

• Remote keyless entry

• OnStar System

• Anti-lock brakes (ABS)

• Electronic stability/skid-control system

• Telescoping steering wheel/adjustable pedals

• GPS navigation system

• Side airbags

http://www.google.com/imgres?imgurl=http://image.shutterstock.com/display_pic_with_logo/67845/67845,1286550395,1/stock-photo-young-woman-with-broken-down-car-hood-up-and-she-checks-the-engine-62578078.jpg&imgrefurl=http://www.shutterstock.com/pic-62578078/stock-photo-young-woman-with-broken-down-car-hood-up-and-she-checks-the-engine.html&docid=XSpL0MRTtixlhM&tbnid=FtPCI_Val-u3QM:&w=300&h=470&ei=9ByEUafTFpLI4AOTpYGIAg&ved=0CAIQxiAwAA&iact=rics

From day one – condition of

equipment; competence of personnel

in key positions; availability of

performance reports; ability of data

collection and analysis systems

throughout;

How do your peers greet you? Are they hopeful to

be able to obtain the product for which your

organization is responsible for delivering? Would

they like to meet with you to discuss concerns

regarding performance of one or several areas for

which you have been placed in charge?

Building the Plan

Organizational Assessment

Customer srevice satisfaction

Core Competencies

Communication


Change Management

Accountability

Programs

The Five Systems

Continual:Review Revision

Modification

The Chain of Command

Policy and Procedure

Communication

The Performance Evaluation Process

Change Management

Chain of Command System 1

Sometimes called the Scalar Chain

1. Is the formal line of communication

2. Is the formal line aligning an organization

3. Is the formal line for effecting quick positive change

4. IS the formal line of accountability

Your own footer

System: 1

The Chain of

Command

Organizational Accountability

Goal: Create a structure of

accountability

Objectives

Organizational

Acceptance

Clearly Stated and Posted

Established Checks –n- Balances

Tracking and Monitoring

Success

System: 2 Communication

PHASE 1

Vertical

Communication

Improve the Sharing of

Information:

Strengthen Performance of Employees

Properly Link

Elements to Achieve Targets

: Effecting Quick

Positive Change

Operational Customer

Satisfaction

Communication

Cascade

Internal Audit System

COMMUNICATION

PHASE 1

PHASE 2

Horizontal

Communication

Establish Lateral

Meetings

Develop Cascade Format

Implementation

Of Process

Interdepartmental

Communicatioin Plans

System: 2 Communication

Our Cascade

34

Communication Cascade

Tier I

Executive Level

ORGANIZATIONAL

35


Tier II

DIRECTORS

36


Tier III

37

Cascade Process

38

Cascade Process

39

Cascade Process

COMMUNICATION

EXPERT

POLICY &

PROCEDURE Stage 1:

Consistent Platform

Stage 2: Manage the lifecycle of

policies

Stage 3: Restrict who can Edit

Stage 4: Meet Training Requirements

Stage 5: Accessibility of System

Stage 6: Gather, Track, Edit and Comment

Stage 7: Mapping and Aligning

Stage 8: User Friendly System of Record

System : 3

Resource Of

Accountability

8 Challenges

Stage 1: Consistent Platform

Stage 2: Manage the lifecycle of policies







POLICY &

PROCEDURE System : 3



policies







POLICY &




policies




Stage 6: Organization Gather, Track, Edit and Comment



POLICY &




policies







POLICY &


System : 3 Stage 1:

Consistent

Platform Stage 2: Manage

the lifecycle of policies







POLICY &

PROCEDURE

System : 4 The Performance

Evaluation Process

Give, Analyze,

Start

First Meeting

Identify, Discuss, Agree

Feedback Meeting

Discuss, Exchange, Re-Define

Final Meeting

Core

COMPETIENCIES

ATTENDANCE

DISCIPLINE

PAY

INCREASES

Core

COMPETIENCIES

Program: 5

Change Management

Stage 1: Create Urgency

Stage 2: Form Powerful Coalition

Stage 3: Restrict who can Read

Stage 4: Meet Training Requirement


Stage 6: Create Short-Term Wins

Stage 7: Build on Change

Stage 8: Anchor Improvement and

Success in Department Culture

Program: 5

Change

Management




Stage 4: Communicate the

Vision






Program: 5

Change Management





Vision






Program: 5

Change Management




Stage 4: Communicate the Vision






Program: 5

Change Management





Vision

Stage 5: Remove Obstacles





Program: 5

Change Management



Stage 3: Restrict who

can Read

Stage 4: Communicate

the Vision

Stage 5: Remove

Obstacles

Stage 6: Create Short-

Term Wins



Success in

Department Culture

Program: 5

Change Management



Stage 3: Restrict who

can Read

Stage 4: Communicate

the Vision

Stage 5: Remove

Obstacles

Stage 6: Create Short-

Term Wins




The Five Programs

The Chain of Command

Plolicy and Proceedure

Communication

Continual Review Revision

Modificatioon

The Performance Evaluation Process

Change Management

‘Take Aways’

Lead by example!!!

Know your personnel and always look out for their

welfare;

Ensure they are properly trained to perform the job duties

they are assigned; Take notes to reflect on observations

throughout the year. Talk to them about your observations;

Keep them informed; Communicate, communicate,

communicate!!!

Ensure they know what the mission is…

Give them feedback on their performance;

Encourage them to own their operation / area of

responsibility;

Keep a compelling score card;

Encourage [earnest] mistakes;

Encourage successes;

Take responsibility for failures, and put measures in place

to ensure they do not occur again!

Questions?

Wheel of

Customer

Service

Success

What Customers

Expect

Desired

Results

Baseline

Performance

Expectations

Service

Delivery

Customer

Satisfaction?

Identify

Customers

Baseline

Meetings

Customer

Feedback

Customer

Feedback

Feedback &

Annual Ratings

Meetings

C

O

M

M

U

N

I

C

A

T

I

O

N

S

E

R

V

I

C

E

D

E

L

I

V

E

R

Y

Customer

Feedback

Converting Organizational Challenges Into Wins...

Documents

Transcript of Converting Organizational Challenges Into Wins...