Using the Balanced Scorecard to Build an Integrated Management Framework – How to Make Your Change Agenda Explicit
| DATE | COST | ||
 |
|||
| Nov 4, 2010 | $595 | ||
|
|||
1 day workshop - 8:30 to 4:30
|
|
Increasing numbers of public sector organizations are finding significant deficiencies in traditional approaches to strategy implementation and more and more are choosing to adopt a Balanced Scorecard (BSC) as the centrepiece of a new integrated management system. The BSC approach to performance measurement provides a framework for aligning operations with departmental priorities and objectives, tracks both outcome measures and the processes that drive these outcomes, and enables emerging issues that impact performance to be identified and responded to. This workshop will provide you with a comprehensive overview of the BSC and will show you how to successfully implement it in your organization.
Many public sector organizations have not been exposed to a beginning to end road map for implementing the Balanced Scorecard (BSC) in a public sector environment.
The workshop facilitator will lead you through a proven lexicon and methodology for implementing a public sector BSC that has been successful in a number of government departments and agencies.
In this interactive session, you will learn:
- The core principles of the BSC approach.
- To develop a balanced set of measures and indicators that provide clear cause-and-effect linkages between your program outcome measures and the performance drivers of those measures.
- To create work team or small organization balanced scorecards, as well as individual scorecards to provide individual and group alignment and focus.
- To use leading performance indicators to allow your management and work teams to focus on early warning signals of the successfulness of strategies and initiatives.
- To use the performance framework as the core of a strategic management environment that integrates an array of previously disparate processes, activities and project initiatives.
The one day session is designed to provide participants with enough practical knowledge and experience to immediately implement the BSC in their organization.
THE PROGRAM
8:00 Refreshments and Continental Breakfast
8:30 Welcome and Introduction of Participants
The workshop leader will introduce the workshop and run through an interactive review of the expected workshop outcomes and record participant expectations.
9:15 The BSC Performance Measurement Lexicon
Inputs, Processes, Activities, Outputs, Reach, and Outcomes Measures, Indicators, and Standards/Targets (the what, how and how much) Multiple Perspectives, Cause and Effect Linkages Performance Drivers, Leading and Lagging Indicators Proxy/Surrogate Measures for Program/Public Policy Outcomes The Time and Influence Dimensions of Outcomes
10:30 Morning Refreshment Break
10:45 Group Learning Exercise
The workshop leader will confirm understanding of the core concepts of the BSC lexicon and approach, using several learning exercises and a variety of real world examples and case studies.
11:30 Similarities of the BSC to other Performance Management Methodologies
The workshop leader will compare and contrast the BSC approach to other commonly applied methodologies, and demonstrate how BSC thinking can be applied to enhance and strengthen work that has been conducted previously using these methodologies.
12:00 Luncheon
13:00 Understanding the Results Chain
The workshop leader will review with participants the components of a public sector results chain and will work through several examples with participants, resulting in the development of appropriate leading and lagging indicators.
14:00 Breakout Session - Building the Results Chain
Participants will break into groups to build their results chain.
14:45 Afternoon Refreshment Break
15:00 Group Presentations
Representatives from each group will present their results chain, providing the logic that was used and how they arrived at the appropriate indicators that would be used to track the results of the program(s)/initiatives(s).
