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How To Build & Manage A Balanced Scorecard For Your Government Organization From The Inside Out

Sometimes it feels like management theories fly around like cream pies in a Three Stooges skit making it impossible to know what to do next! The good news is that we do know what works to create success in our operations: managing work using measures created by people on the inside, doing the work.

In one Texas agency, using a scorecard, we were able to immediately save $2000 a month in operational costs, we had more timely and accurate information, and we were able to increase our on-time delivery and customer satisfaction! And we were selected for the Balanced Scorecard Hall of Fame by Bob Kaplan and Dave Norton.

• Learn what a balanced scorecard is, what it isn't, and why you should bother with it
• Learn how scorecards work from someone who has designed and managed using them
• Discover what accountability means (and it isn't what you think...)
• Draft scorecard measures for your own department
• Practice telling your story so someone (like an official or executive) listens...and understands

So bring your laptop and departmental plan, or a pencil and a Big Chief tablet – we're going to build scorecards that really work!

WORKSHOP LEADER: Deborah L. Kerr, Ph.D., President of Weidner, Inc., has over twenty years experience in executive management, consulting, and teaching. She designs performance management and measurement systems and teaches executives, managers, and grad students how to effectively use results information to make better business decisions. She was most recently Senior Vice President of Human Resources and Organizational Development at the American Heart Association, Texas Affiliate, and serves on the graduate faculty at the George Bush School of Government and Public Service at Texas A&M University where she teaches policy formation and advanced management.

How To Leverage Technology To Manage And Report Performance Information

Public sector organizations at all levels — federal, state, local and non-profits — are feeling the squeeze between rising expectations and shrinking budgets. Stakeholder needs continue to mount, yet financial pressures limit many organizations' ability to increase funding to meet demands. In the face of these pressures, public sector organizations must find ways to radically improve performance toward their missions, undertaking innovative reforms, and competing or partnering with private sector organizations for the delivery of goods and services.

As part of this shift, public sector organizations have turned to performance management which links together goals and objectives to program execution through performance measures. What role does technology have in this performance management journey? Are desktop tools like Microsoft Word, Excel and PowerPoint robust enough to manage the process or do they create new silos of information and reflect hidden sources of errors? Do organizations have to invest in expensive data warehouses layered with unwieldy IT systems or can they rely on simple-to-deploy solutions that leverage their current investments?

This session will provide you with recommendations and best practices based on the experiences of hundreds of organizations — including the U.S. General Services Administration (GSA), one of the most mature federal performance management deployments.

• Transform goal development from its current isolation in the planning office to an exercise that is relevant to more stakeholders, is more interactive, and more explicitly tied to organizational operations
• Go beyond haphazard measure collection and display, to coordinated workflow that supports role-based entry, approval, and the publishing of key performance indicators
• Change the focus of reporting results so that it includes internal periodic operational performance reviews, not just externally-driven mandates

While this workshop is about technology, it is not about a particular vendor's product.