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Who should attend Developing Your Public Sector Balanced Scorecard: How to Clarify, Deploy and Manage Strategy in the Public Sector
Senior executive responsible for making strategic decisions Chief Financial Officer or Controller Executive, manager or director accountable for both operational performance and achieving strategic objectives Coordinator of a project-based improvement program such as MBO or TQM Leader who manages your company’s performance appraisal/management system Member of a strategic planning task force
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Senior executive responsible for making strategic decisions Chief Financial Officer or Controller Executive, manager or director accountable for both operational performance and achieving strategic objectives Coordinator of a project-based improvement program such as MBO or TQM Leader who manages your company’s performance appraisal/management system Member of a strategic planning task force

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Seminar Summary:

The Balanced Scorecard represents a breakthrough in the ways operational performance and strategic progress are stimulated and managed. Put it to work for your organization. (see full course description)

 
 
 

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Training Course Syllabus:


The key challenge of strategic management is laying a foundation for success in the future while simultaneously meeting today's demands. Elections, budgets, regulatory restrictions, and media attention are just a few of the factors that intensify this challenge in the public sector.

Balanced Scorecard: What gets measured, gets done At all levels of government, the Balanced Scorecard is used to successfully monitor and maintain strategic direction in the face of the economic and political changes that are unique to public sector operations. Traditional scorecards have focused on profit-driven businesses. Since the stakeholders and role of financial metrics are much different in hospitals, state/county departments, universities and municipal agencies, this seminar teaches an implementation process that is specific to the public sector. This process has delivered results in many diverse public organizations, including state, federal and county-level department agencies.

Steven W. Relyea, Vice Chancellor for Business Affairs at the University of California, San Diego summed the values of the BSC in the public sector best:

"The Balanced Scorecard process provides UCSD with a roadmap on where it should focus its energies, priorities, and resources. During difficult budgetary times, the BSC approach is indispensable. While some have viewed an approach such as the Balanced Scorecard as optional in the past, many will find it a key to survival in this era of shrinking funds."


Seminar Outline:

  • Introduction and Overview
  • Connecting mission and vision to actions
  • Strategy and the Balanced Scorecard (BSC)
  • The importance of strategic measurement for a public sector organization
  • Creating the Public Sector Balanced Scorecard
  • Setting proper objectives
  • Linking objectives to measures
  • Identifying key measures
  • Data collection and analysis
  • Setting targets
  • Government examples
  • Using a Balanced Scorecard
  • Measuring impact of teams
  • Measuring impact of projects
  • Using the BSC as a measurement tool
  • Impact of BSC on public sector agencies
  • Conclusions / Questions & Answers

     

Seminar Summary:

The Balanced Scorecard represents a breakthrough in the ways operational performance and strategic progress are stimulated and managed. Put it to work for your organization. (see full course description)

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