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Town Council Meeting Measures presentation
5/16/2014 1 ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.1 CC Measures Review with Town Council May 19, 2014Facilitator: Gail Stout Perry •20+ years experience in management consulting at Accenture and other firms, focused on strategic performance improvement •Client experience includes: Fluor Corporation , ADP, City of Edmonton, ANSAC, U.S. Office of Secretary of Defense, Mary Kay Inc., Northwest Fire District, Government of Botswana,SmithGroup, U.S. Army, U.S. Air Force, US Marine Corps, U.S. Navy, Susan G.Komen for the Cure, TATA Chemicals NA •BS Industrial Engineering and MBA •Native Texan –Resides in Dallas •Co-Author: Insert Photo Gail Stout Perry Washington, DC Office (202) 465-4253 San Jose, CA Office (408) 549-1267 Headquarters Cary, North Carolina (919) 460-8180 Vice President Strategic Solutions Balanced Scorecard Institute 5/16/2014 2 Nine Steps to SuccessTM ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.3 ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission.4 The Journey (HARD work!) 5/16/2014 3 The Logic of Integrated Strategic Planning & Management with a Balanced Scorecard ©2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission.5 30,000 ft. 15,000 ft. Ground Level 25,000 ft. Strategic Altitude Strategic Initiatives Projects & Action Plans that drive results Mission Purpose: “What we do” Performance Measures & Targets Captures whether an organization is performing at the desired level or not Vision Picture of the Future Perspectives Different views of organizational performance Strategic Themes & Results Main focus areas (“Pillars of Excellence”) driving key results Strategic Objectives & Strategy Maps Key strategy components connected to tell a cause-and-effect value creation story Customer / Stakeholder / Market Assessment Strategy Formulation An oasis of natural beauty that maintains our open spaces in balance with distinctive development, trails, and quality of life amenities amidst an ever expanding urban landscape. Municipal Vision Statement 5/16/2014 4 Westlake is a unique community blending preservation of our natural environment and viewscapes, while serving our residents and businesses with superior municipal and academic services that are accessible, efficient, cost-effective, and transparent. Municipal Mission Statement “One-of-a-kind community; natural oasis –providing an exceptional level of service.” Municipal Mission Tag Line 5/16/2014 5 •Innovation •Educational Leaders •Family Friendly & Welcoming •Informed & Engaged Citizens / Sense of Community •Preservation of our Natural Beauty •Strong Aesthetic Standards •Transparent / Integrity-driven Government •Fiscal Responsibility •Planned / Responsible Development Municipal Value Statements Westlake Strategic Themes & Results Natural Oasis Result: Preserve and maintain a perfect blend of the community’s natural beauty. Exemplary Service & Governance Result:We set the standard by delivering unparalleled municipal and educational services at the lowest cost. High Quality Planning, Design, & Development Result: We are a desirable, well planned, high- quality community that is distinguished by exemplary design standards. Exemplary Education – Westlake Academy Result:Westlake is an international educational leader where each individual’s potential is maximized. ©1997-2010 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permissio n.10 5/16/2014 6 ©1997-2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without per mission.11 Strategic Results Financial Stewardship Citizen, Student & Stakeholder Municipal &Academic OperationsCapacity Building Perspectives Mission Vision Customer Needs –Enablers & Challenges Engaged Leadership –Interactive Communications –Core Values Hi g h Q u a l i t y Pl a n n i n g , D e s i g n & De v e l o p m e n t Ex e m p l a r y S e r v i c e & Go v e r n a n c e Na t u r a l O a s i s Ex e m p l a r y E d u c a t i o n – We s t l a k e A c a d e m y The Strategic Foundation of Your Scorecard The Logic of Integrated Strategic Planning & Management with a Balanced Scorecard ©2014 Balanced Scorecard Institute (BSI), a Strategy Management Group company. All Rights Reserved. Do not copy without permission.12 30,000 ft. 15,000 ft. Ground Level 25,000 ft. Strategic Altitude Strategic Initiatives Projects & Action Plans that drive results Mission Purpose: “What we do” Performance Measures & Targets Captures whether an organization is performing at the desired level or not Vision Picture of the Future Perspectives Different views of organizational performance Strategic Themes & Results Main focus areas (“Pillars of Excellence”) driving key results Strategic Objectives & Strategy Maps Key strategy components connected to tell a cause-and-effect value creation story Customer / Stakeholder / Market Assessment Strategy Formulation 5/16/2014 7 Theme Strategy Maps Created and thenCombined into One Corporate Map 13©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission. Financial Stewardship Citizen, Student & Stakeholder Municipal & Academic Operations People, Facilities & Technology Attract, Recruit,Retain & Developthe HighestQuality Workforce IncreaseFinancialCapacity /Reserves IncreaseTransparency,Accessibility &Communications MaximizeEfficiencies &Effectiveness Increase CSSSatisfaction Client Logo ImproveTechnology,Facilities &Equipment OptimizePlanning &DevelopmentCapabilities EncourageWestlake’sUnique Senseof Place PreserveDesirability &Quality of Life IncreaseRevenueStreams Westlake Strategy Map 5/16/2014 8 Key: Performance Measures & StrategicInitiatives Align to Strategic Objectives Simplified Strategy Map Objectives Measures Targets Initiatives Financial •Increase Profits •Lower Costs •Increase Revenue •Market Value •Plane Lease Cost •Seat Revenue •25% per year •20%per year •5% per year •Optimize routes •Standardize planes Customer •More Customers •Increase On-time Flights •Lower Prices •#of Customers •FAA On time Arrival Rating •Customer Ranking •5% change •First in the industry •98% Satisfaction •Quality Management •Customer Loyalty Program Internal Process •Improve Turnaround Time •On Ground Time •On-Time Departure •<25 Minutes •93% •Cycle time Optimization Program Learning & Growth •Align Ground Crew •% Ground Crew Stockholders •% Ground Crew Trained •70% (100% by year 6) •70% •Stock Ownership Plan •Ground Crew Training ©1997-2010 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.15 Mission:Dedication to the highest quality of Customer Service delivered with a sense of warmth, friendliness, individual pride, and Company Spirit. Align Ground Crew Improve Turnaround Time Increase On- Time Flights More Customers Lower Prices Lower Costs Increase Profits Increase Revenue Vision:Continue building on our unique position --the only short haul, low-fare, high-frequency, point-to-point carrier in America. Adapted from work by Harvard University / Balanced Scorecard Collaborative Strategic Initiatives are also aligned to Strategic Objectives and are measured separately (i.e. project measures & targets related to budget, milestone, risk, etc.). Measures & Targets Align to Strategic Objectives Characteristics of Good PerformanceMeasures •Link to your organization’s Mission and Vision through the Strategic Objectives •Provide a clear direction of what success is •Provide actionable information that better informs decision making •Don’t create unintended behavior •Don’t impose undue data collection burden ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.16 5/16/2014 9 The Goal is to Develop MeaningfulPerformance Measures •Meaningful means strategic –Focused on desired Results –Derived from the Objectiveson the Strategy Map •Meaningful meansrelevant to the user –Tells users whatthey need to know to makebetter decisions –Accepted as valid (measureswhat it intends) ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.17 Executive Review & Approval 10 Objectives –34 Measures 5/16/2014 10 Intended Results are Critical to Developing Meaningful Performance Measures Moving Forward 5/16/2014 11 Strategic Initiative Prioritization Candidate Initiatives (example) •Marketing campaign •Pre-promotion studies •Business Process Reengineering •Process improvement •TQM proposals •Training Course •Policy analysis •R & D efforts •Branding studies •Workflow improvements Strategic Filter Prioritized Funded Initiatives (example) 1.Branding Studies 2.Workflow improvements 3.Marketing campaign 4.Training Course, etc. Budget Targets & Thresholds Help With DataInterpretation •Target:the desired level ofperformance for the reportingperiod in question •Threshold:the starting pointof a new color level ofperformance around a targetvalue (i.e. the exact point wewant our indicator to displaygreen to indicate goodperformance, yellow forsatisfactory performance, orred for poor performance) ©1997-2010 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.22 Green / Yellow Threshold Yellow / Red Threshold Target 5/16/2014 12 ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.23 Data-Driven Decision Making ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.24 How Has the Objective Trended Over Time? 5/16/2014 13 ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permission.25 How Are the Underlying Measures Performing?What Initiatives are Driving Performance? ©1997-2014 Balanced Scorecard Institute, a Strategy Management Group company. All Rights Reserved. Do not copy without permissi on.26 Questions or Other Discussion?