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Creating A Human

Capital Plan

Using the Balanced Scorecard to

Achieve Career Success

Presented by:

Ricardo A. Kisner

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Ricardo A. Kisner, MBA, CPA

CFO/Finance Director

City of Daytona Beach,

Florida

Telephone: 386-671-8069

E-Mail: kisnerr@codb.us

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Discussion Topics

1. The Need for Leaders in City and

County Government

2. Balanced Scorecard Overview

3. Reverse Cascading – Setting Your Own

Course

4. Case Study: The City of Daytona Beach

Employee Development Program

5. Final Thoughts on Leadership

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The Need for Leaders in the

City and County Government

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The Need for Leaders

• Baby Boomers are retiring leaving major

gaps in leadership positions.

• Inconsistent succession planning for

management positions in local

governments.

• The role of the manager has changed.

• Performance measurement initiatives

are becoming more and more prevalent.

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Balanced Scorecard Overview

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The Balanced Scorecard is

Tactical Planning

Where are

we now?

STRATEGIC

ASSESSMENT

Strategy

Where do we

need to be?

How will we

do it?

How are we

doing?

GAP ANALYSIS/

FUTURE STATE

STRATEGIC

PLAN

BALANCED

SCORECARD

The

detailed

tactical

plan

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The Balanced ScorecardDEFINITION

•A system that enables an organization to translate its vision and strategy into action.

•A tool that formalizes what an organization should measure.

FINANCIAL PERSPECTIVE

CUSTOMER PERSPECTIVE

INTERNAL PERSPECTIVE

LEARNING AND GROWING PERSPECTIVE

Vision

and

Strategy

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A Typical Local Government

Balanced Scorecard

•Sustainable Economic Development

•Improved Public Safety

•Improved City Infrastructure

•Sound Financial Practices

•Competitive Cost of Services

FINANCIAL PERSPECTIVE

CUSTOMER/STAKEHOLDER PERSPECTIVE

•Efficient and Effective Government

•Customer-Focused Technology

INTERNAL PERSPECTIVE

•Customer-Centered Employees

•Organizational Accountability

LEARNING AND GROWING PERSPECTIVE

City of

Daytona

Beach

VISION

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Traditional Top-Down Approach

Senior Management

prepares the

organization’s BSC

Cascades the BSC to

the Departments

Cascade Departmental

BASC to the Divisions

Cascade Divisional

BSC to the Employee

End

Purpose: The

organization can

measure the

employees’

performance to the

organizational goals.

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Reverse Cascading

“Setting Your Own Course”

Organizational

Employee

Development

Divisional

Organizational

Divisional

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Public Sector Finance

Professional Career Timeline

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Balanced Scorecard

“Reverse Cascading”

BUSINESS PROPOSITION:

Using the BSC “bottoms up” approach to

enhance your career development.

How can my personal

vision enhance my

development?

How can I have impact

and add value to my

department?

How can I affect the organizational

goals through the value I add to my

department?

EXTERNAL INFLUENCES

Stakeholders

Customers

Suppliers

Vendors

”Community of Networks”

SPHERE OF

INTERNAL

ORGANIZATIONAL

INFLUENCE

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Reversed Balanced Scorecard

Framework

•Who must I influence?

•What “valued’ services can I provide to them?

•How can my leadership skills be enhanced?

LEADERSHIP PERSPECTIVE

CUSTOMER/STAKEHOLDER PERSPECTIVE

•What is my timeline for success?

•What strengths can I showcase?

INTERNAL PERSPECTIVE

•What skills and competencies do I need to acquire?

•Who can I learn from?

LEARNING AND GROWING PERSPECTIVE

VISION

My

Professional

Goals

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Mission & Vision

Values / Guiding

Principles

Major Goals and

Priorities

My Desired

Future State

Where I Want to Be

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“FUTURE STATE”

TERMINOLOGY

GUIDING PRINCIPLES:

•Provides an underlying framework

for making decisions

•My conscience and value system

MISSION STATEMENT

•Captures the essence of why I exist

•Who I am and what I want to do

PRIORITIES AND STRATEGIES:

•Desired outcomes that are

supportive of my mission and vision

•My plans to get there

VISION STATEMENT:

•What does success looks like for me

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INDIVIDUAL SWOT ANALYSIS

SWOT – Strengths, Weaknesses, Opportunities, Threats

External Assessment:

Supervisor, peers,

subordinates,

professional contacts . . .

Internal Assessment:

Personal assets,

resources, culture, and

systems . . .

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Strategy Map for Professional

Development

Internal

Processes

Perspective

Learning & Growing

Perspective

Managing my work-

related priorities

Developing the

necessary skills

Positively influencing

internal and external

stakeholders

Taking on opportunities

to lead change

Customer /

Stakeholder

Perspective

Leadership

Perspective

Determining what my

success looks like

PROFESSIONAL

PERSPECTIVE

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The City of Daytona Beach

Employee Development ProgramThe Finance Department

An Employee’s Balanced

Scorecard

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Individual Balanced Scorecard Performance Measures

Department: FINANCE

Division: Budget

Name/Title J. Smith, Budget Analyst

Priority

Alignment Processes/Activity How is Quality Measured

Current Level of

Performance

Areas to Focus on for

Improvement

Target Or Goal for

Fiscal 2007-08

Balanced

Scorecard

Perspective

HIGHEST IMPORTANCEFinancial

Stability and

Competitive

Advantage

Production of Annual Budget Accuracy and Timeliness Budgets are accurate

and timely.

Make the Document

more user friendly

GFOA Award

Financial and

Internal Process

Efficient and

Effective

Government

Compliance with TRIM laws Compliance and Timeliness Comply with Florida law. Not sure Comply with Florida law.

Financial

Financial

Stability and

Competitive

Advantage

Process Quarterly Budget

Amendments

Approved ordinance,

balanced budget

Compliance with all

related ordinances

Fewer items on the

Quarterly Amendments

and ensure departments

provide information on a

timely basis

Reduce size of Quarterly

Amendments and

streamline procedures

for processing

Financial and

Internal

Processes

Financial

Stability and

Competitive

Advantage

Budget Transfers Accuracy and timeliness Transfers are processed

in a timely manner

Introduce new

procedures to create

more accurate budgets,

therefore reducing

budget transfers

Reduce number of

transfersInternal and

Financial

Process

Example of an Employee

Development Plan

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# Processes/Activity Trainer

1 Production of Annual Budgets

Learn Fletcher Budget System Budget Officer

Process for Personnel Budget Supervisor and Human Resources

Department

Balancing of Capital Program/Coordinate all Dept Data Budget Officer

Preparation of operating budgets for applicable departments as assigned Supervisor

Participation in City Commission workshops Finance Director and Budget Officer

2 Compliance with TRIM Laws

Prepare workpapers/documentation for TRIM compliance Budget Officer

Preparation of Agenda Items for Budget Hearings for the City Commission

meetings

Budget Officer

3 Process Quarterly Budget Amendments

Prepare applicable amendments as needed Budget Officer

Maintain workpapers for External Auditor - as budget amendments are

complete and adopted

City Auditor

Record budget amendments into the SB Client System after adopted by the

City Commission

Budget Officer

4 Budget Transfers

Review and process transfers as needed for the departments assigned to

the budget division

Budget Officer

5 Special Assignments-Budget Division

Revise forms for - Budget Amendment Request, Transfer Form, Request

for Capital Project Number

Budget Officer

6 Other Assignments within Finance Department

Internal Audit - special projects as assigned by the Audit Division City Auditor

Accounting - Quarterly Financial Statement Preparation Accounting Manager

Administration - Financial projections, special projects, conducting effective

meetings, project management, oral presentations, as assigned.

Finance Director and Deputy Finance Director

J. Smith, Budget Analyst

Department: FINANCE

Division: BUDGET

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Allen Turner, Treasury Manager

Professional AssessmentEmployee Statistics

Name: Current Position:

Employer: Time in Position:

Assessment

Date:Years of Experience:

Allen TurnerTreasury

Manager

City of Daytona

BeachSix months

April 2008 12

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Allen Turner, Treasury ManagerProfessional Development Strategy Map

Internal Processes

Perspective

Learning & Growing

Perspective

Manage my

professional and

personal priorities

Developing the

necessary hard

and soft skills

Positively

influencing

customers and

stakeholders

Be a positive change

agent

Customer/

Stakeholder

Perspective

Leadership

Perspective

Improve my

subordinates’ job

processes

Ask senior

management for

special

assignments

Identify key

influencers and

provide them with

relevant

information

The desired job

for me is Finance

Director of a major

governmental

organization

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Allen Turner, Treasury ManagerProfessional Assessment Worksheet

Perspective:

Professional

Improving creativity on the jobInterested in the development of himself

and his staff

Stays current on trends related to job

Focused on improvement to his division

Need a defined career development plan

for the next level

Need to fully master all aspects of his job

Leadership

Customer

Internal

Learning &

Growing

Limited promotional opportunities in

current organization

Not afraid to take risks

SUPERVISOR'S ASSESSMENT

What Can ImproveWhat I Like About the Employee

Ambitious

Volunteers to lead initiatives within the

department

Need to become involve in outside

professional organizations and take on

more "value-added" projects

Sometimes impatient with others in the

organization

Team Player and meets commitments

Pilot Project Current Status

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FINANCE DEPARTMENTEach professional employee has completed his/her

individual reversed balanced scorecard.

Newer employees are currently being trained in their

new job assignments.

Some staff persons have been rotated to other

divisions to enhance their overall capabilities within

the Department.

Quarterly departmental alignment meetings are held to

ensure consistency with the City’s overall direction

and focus.

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Final Thoughts

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QUESTIONS/

COMMENTS

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Ricardo A. Kisner, MBA, CPA

Finance Director

City of Daytona Beach,

Florida

Telephone: 386-671-8069

E-Mail: kisnerr@codb.us