This presentation contains more information about the use of the balanced scorecard in general to map out strategies and track results. It is specific to the City though not as specific as the WDM Balanced Scorecard presentation found here.

1. Strategy City of West Des Moines Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

2. Balanced Scorecard (BSC) City of West Des Moines Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

4. The Barriers to Implementing Strategy Only 10% of organizations execute their strategy Barriers to Strategy Execution Vision Barrier People Barrier Management Barrier Resource Barrier Only 5% of the workforce understands The strategy Only 25% of managers have incentives linked to strategy 85% of executive teams spend less than one hour per month discussing strategy 60% of organizations don’t link budgets to strategy Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

6. Rationale for the Balanced Scorecard Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com Financial Customer Internal Learning & Processes Growth New leadership Setting new targets Organization crisis Communication and education Aligning employee goals New organizational strategy Clarifying current strategy Aligning improvement initiatives

8. What Is A Balanced Scorecard The Balanced Scorecard is an integrated system of managing strategies that links long term objectives with short-term actions, senior management with front-line employees, and organizational vision with organizational activities. Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

9. The Balanced Scorecard Customer Learning & Growth Internal Business Process Balanced Scorecard Kaplan & Norton Financial

10. Starting From A New Perspective From This To This Budget Personal Incentives Review And Reorient Planning And Capital Allocation Strategy And Vision Balanced Scorecard Communicating And Linking Feedback And Learning Organization Planning Translating The Vision Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

11. Translating A Mission Into Desired Outcomes Mission Why we exist Strategy Our game plan Balanced Scorecard Implementation and focus Strategic Initiatives What we need to do Personal Objectives What I need to do Core Values What We believe in Vision What we want to be Strategic Outcomes Satisfied Citizens Delighted Customers Effective Processes Motivated & Prepared Workforce Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

12. Defining the Cause-and-Effect Relationships of the Strategy Vision and Strategy Internal Perspective “ To satisfy our customers, at which processes must we excel?” Learning & Growth Perspective “ To achieve our vision, how must our organization learn and improve?” Customer Perspective “ To achieve our vision, how must we look to our customers?” Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com Financial Perspective “ If we succeed, how will we look to our taxpayers?”

14. The Mechanics of Building a Balanced Scorecard Strategy Map Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

15. Translating with the Balanced Scorecard Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com Vision Strategy Objectives Measures Customer Financial Internal Learning Processes & Growth Customer Financial Internal Learning Processes & Growth

17. BSC Measures “ From our own experience, we expect strategy scorecards To have twenty to twenty-five measures. Here is a typical Allocation across the four perspectives: Financial Five measures (22 percent) Customer Five measures (22 percent) Internal Eight to ten measures (34 percent) Learning and growth Five measures (22 percent)” Kaplan and Norton Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

19. Thinking Strategically The challenge is to think strategically NOT tactically How do you do that? Strategic Measures are those that measure the Strategy! Partners for Performance, Rangeley, ME 04970-0563; 207.864.0914; [email_address] ; www.partnersforperformance.com

22. Public Sector Example City of West Des Moines’ Strategy Map Strategic Themes Customer Perspective Financial Perspective Internal Process Perspective Learning and Growth Perspective Scorecard “ Customer Focused” Analyze & Enhance the Management of Information, Technology, & Processes Foster Employee Skills & Development Promote a Positive & Motivated Work Environment Provide a Safe Community Pursue Beneficial Alliances Provide Sufficient Infrastructure Provide a Well Maintained Community Enhance Service & Program Delivery Strengthen Sense of Community Facilitate Economic Opportunity Community Safety Collaboration Sustainability Resource Management Community Enrichment Planning & Community Development Balanced Development Yields Positive Net Tax Growth Maintain/ Improve Bond Rating Diversification Of Revenue Sources Maximize External Funding Sources Administer Fiscal Plan Maximize Benefit/Cost Optimize Resources Simplify Customer Processes Facilitate Community-Based Problem-solving/ Involvement Promote Positive Customer Relationships Community Safety Collaboration Sustainability Resource Management Community Enrichment Planning & Community Development

23. Questions & Comments