Seminar Objectives
Financial Internal Business Processes Customers Learning & Growth Source: Kaplan & Norton
Public-Sector Balanced Scorecard Customers & Stakeholders Organization Capacity Financial/Budget Internal Business Processes
Balanced Scorecard (BSC) System Components
Balanced Scorecard Logic Customer Requirements Phase I: Strategic Foundations Phase II: Strategy Phase III: Performance Measures Phase IV: New Initiatives • Budget • Activities
Focus On Organization Strategy
Best Practices
Best Practices
Performance Measures
Performance Measures
Acceptable Not Acceptable
Balanced Scorecard Performance Measures
Balanced Scorecard Performance Measures
Balanced Scorecard Performance Measures Best Practices
Putting It All Together – Federal Government Logistics Center Mission Vision S 1 : Become more customer-driven S 2 : Increase business opportunities Strategy Objectives T 1 Initiatives I 1 O 2 O 3 S 1 - 01 : Assure timely delivery (Customer) S 1 - 02 : Raise quality level (Customer) S 1 - 03 : Reduce cycle time (Internal) M MM 1 1 2 Measures Targets Provide Logistics Support and Products to Assure Safety for the Flying Public World-class, Customer Driven; Providing Quality Services Worldwide S 1 -O 1 - M 1 : % on-time delivery S 1 -O 2 - M 1 : % defective product S 1 -02 - M 2 : % defective shipments TT 11 S 1 -O 1 -M 1 - T 1 : 100% in 2002 S 1 -02 -M 1 - T 1 : Zero in 2002 S 1 -02 -M 2 - T 1 : Zero in 2002 I 2 S 1 - I 1 : Re-engineer delivery process S 1 - I 2 : Six Sigma training
Putting It All Together – Local Government Mission Be the Best Local Government Service Provider Vision Citizen Needs & Desired Outcomes S 1 : Increase value by providing more cost-effective services S 2 : Reduce violence, harm & injury through Strategy Objectives Measures T 1 Targets Initiatives I 1 O 2 O 3 M 1 Serve County Residents by Helping Improve Their Lives and Community M M 1 1 T 1 I 2 T 1 community partnerships S 1 - 01 : Optimize organization (Internal) S 1 - 02 : Identify service & resource gaps (Employee) S 1 - 03 : Survey citizens (Customer) S 1 -O 1 - M 1 : Skills match index S 1 -O 2 - M 1 : Cost per unit service S 1 -03 - M 1 : Citizen satisfaction rating S 1 -O 1 -M 1 - T 1 : Skills index = 80% in 2002 S 1 -02 -M 1 - T 1 : 7% improvement above baseline S 1 -03 -M 1 - T 1 : 95% in 2002 S 1 - I 1 : New outreach program S 1 - I 2 : Communications plan
MARINE CORPS SYSTEMS COMMMAND COMMAND BALANCED SCORECARD – DESIRED OUTCOMES VIEW OPS EFFICIENCY LIFE CYCLE MANAGEMENT QUALITY SYSTEMS HI-PERFORMANCE ORG GOAL: Improve operating efficiency through streamlined and innovative business systems GOAL: Deliver highly effective systems and equipment using Life Cycle Management GOAL: Improve quality of systems and equipment provided to operating forces GOAL: Become a proud, highperformance, team-based learning organization in a professional environment Equip the Warfighter to Win WARFIGHTER/ STAKEHOLDER Acquire Best-Value Products Improve Delivery Time (BETTER) Understand Meet Explicit & Implicit Customer Requirements Improve LCM Focus WORK SYSTEM (FASTER) Increase Internal Process Efficiency Improve Command Planning & Resource Allocation FINANCIAL HUMAN SYSTEM (SMARTER) Increase Collaborative Partnerships Improve Systems Integration Increase Financial Efficiency (VALUE) Improve External Communications Optimize Operating Budget Improve Team-based Workforce Competency Identify & Meet Future Skills Requirements Improve Infrastructure Support Improve Internal Communications Improve Workforce Satisfaction & Commitment Improve Workforce Knowledge, Skills & Abilities
COTS Data Base
PMIS COTS Data Base
Data Warehouse PMIS COTS Data Base
Vision: Be The Best Local Government Service Provider Agency Department Team/ Individual
Best Vision: Be The Best Local Government Service Provider Practices Agency Department Team/ Individual
Goal: Performance-Based Budget
Summary
Week 1 2 3 4 5 6 7 8 9 10 -16
Balanced Scorecard Implementation Challenges
The Balanced Scorecard Is (Is Not) A strategy-based management system A performance measurementtool A communicationstool for the whole organization An EIS for executives only A journey A project Hard work Easy A change initiative “Business as Usual” Balancing non-financial, efficiency, infrastructure, Putting your existing metrics into 4 bins & financial viewsof performance Increased accountability Tighter individual control Aligning vision with operations A TQM, Six Sigma, or reengineering project
Getting Quick Results
References
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