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1 Balanced Scorecard Workshop Balanced Scorecard Workshop Presented by: Matt H. Evans, CPA, CMA, CFM Public Sector Retreat on Malcolm Baldrige Performance Excellence

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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

Agency

Department

Team/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

InnovationBusiness 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

rnal

Pro

cess

Stak

ehol

der

Lear

ning

& 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

Inve

stm

entsStrategy 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 PerspectiveOutcomes

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 Processesb. Stakeholder / Customerc. Learning & Growthd. 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

Stak

ehol

der

Inte

rnal

Pro

cess

L&G

Faster Service Access

Self Service Applications

Web Enable Technologies

Process and ValueMap Analysis

Lean Processes

Inve

stm

ents

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 110% - Year 215% - 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. Missionb. Goalsc. Budgetsd. 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

MeasuresProgram

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

Inputs Process/System Output Intermediate

OutcomesEnd

Outcome

Program Logic Model

DesiredOutcome

Causal AnalysisProcess Flow

ResultsOf

Testing

Not AcceptableAcceptable

PrototypeProduct

Back to LaboratoryTo Market

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1. Outputs/Product2. Program Inputs3. Financial Indicators4. Work/Activities5. Timeliness of Services6. Internal Measures of Quality7. Operating Ratios8. Outcomes of Products or Services9. External Customer Service10. 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 planStep 2 or D – Map your strategic planStep 3 or A – Align your strategy mapStep 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 Baldrige Balanced Scorecard

Leadership Learning & Growth Perspective

Human Resource Capital

Business Results

Process Management

Strategic Planning Strategy Map

Learning & Growth Perspective

Internal Process Perspective

Customer Focus Stakeholder / Customer Perspective

Measurements 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