1. Performance Management Using the Balanced Scorecard Approach
Office of Quality Management
Office of Research Services
National Institutes of Health
May 2004

2. For more information on Performance Management in the Office of Research Services:
Or Contact:
Amy Culbertson
(301)
Acknowledgments
This training was developed by the Balanced Scorecard for Government, Inc., in collaboration with the Office of Quality Management.

3. Training Objectives
Understand the ORF/ORS history with Performance Management
Review the basics of the Balanced Scorecard (BSC) approach
Understand the Role of the PMP “Teams”
Become familiar with the ORF/ORS Performance Management Plan (PMP)
Understand value propositions and strategy statements
Review how to develop objectives for the four BSC perspectives
Learn how to link objectives through strategy maps

4. ORF/ORS History with Performance Management

5. Performance Management’s Roots in ORF/ORS
Started with ORS Leadership and the theme of how do we demonstrate to customers that we are providing good value
They are getting what they pay for
We are matching demand with needs
Under Deputy Director’s guidance, applied simplified concept of ABC to our organizations
Two day retreat occurred in which the first Services Hierarchy was established
Provided framework to describe the services we deliver to NIH
Help us cost from inputs to outcomes
Then needed a way to track how we are doing
Started with the Service Area Reviews (SARs)
Subset of service providers presented review of their operations every three years

6. Performance Management’s Roots in ORF/ORS
Germ for more frequent measurement and improvement came from discussions between the NIH Associate Director for Research Services and the OQM Director, and a subsequent trip to London to the Defense Evaluation Research Agency
Science and engineering organization in England that is similar to ORS
They would meet with customers annually to evaluate how they did on their objectives, review their plans for the future
Managers were rewarded based on their accomplishments
Came back and decided to do what was known as the Annual Self Assessments (ASA) here
Began as a pilot in April 2001 with just 1/4 of the discrete services
Held the first conference in October 2001
Modified approach based on customer inputs and organization needs
Went to organization-wide implementation in FY02
All 42 Service Groups involved in the effort
All groups presented at the second conference in November 2002
Organization-wide implementation continued during the next year (Jan Jan 2004)
All ORS and ORF Service Groups were involved in the effort
Some new groups formed due to changes in the Services Hierarchy
One-third of the Groups presented at the third conference in January 2004

7. Performance Management Timeline

8. Develop/ Enhance Measures
The Performance Management Process and Continual Improvement (P-D-C-A cycle)
New teams are here
ACT
PLAN
Step 4
Implement Change
Step 1
Review/ Establish PMP
Step 2
Develop/ Enhance Measures
A few are here
CHECK DO
Step 3
Measure & Analyze
Most teams are here

9. Purpose of Performance Mangement
Implement a culture in ORF/ORS that manages and improves through the use of performance data
Gauge extent to which we are delivering what customers want and need
Use data to make process improvements
Plan how to invest in people and tools to be innovative and competitive
Understand reasons for change in costs and funding needs
Making funding allocation decisions based on data-based business case

10. Performance Management - What’s in it for me?
Provides opportunities to better understand your mission/function/job
Gives you tools to accurately assess your customers’ needs, satisfaction, and know how to improve service delivery to them
Provides opportunities to influence operational processes and decisions
Encourages addressing issues related to cross-functional service delivery that can cause grief for all involved
Provides a vehicle to showcase what you do and the value you deliver to NIH customers
Strives to integrate the budgeting process with future program needs based on data so you have the resources you need
Increases your skills in strategic planning, performance measurement, data collection/analysis, and process improvement
Provides an opportunity to best prepare your area for competitive sourcing initiatives that may impact you

11. Basics of the Balanced Scorecard (BSC) Approach

12. Who made this up? Dr. Robert Kaplan and Dr. David Norton
Research at Harvard University
Research showed that organizations were…
Placing too much emphasis on financial measures - (not in balance)
Downsizing to address short-term financial problems - (reactive not proactive)
Responding to Wall Street analysts, not customers

13. What is a Balanced Scorecard?
A structured way to look at our organization (a set of lenses)
A simplified way to tell story
Structure (rules of thumb)
4-5 perspectives
3-4 objectives per perspective
2-3 measures per objective
3-5 initiatives per objective

14. What is a Balanced Scorecard? (cont.)
At the highest level, it is a framework that helps organizations translate strategy into operational objectives that drive both behavior and performance.

15. The Balanced Scorecard Framework
How do we exceed
Customer/stakeholder expectations?
What do our customers/
stakeholders look for in financial results?
What process do we need to improve to fulfill these expectations?
What skills, tools, and culture are required to perform these processes?

16. The Balanced Scorecard for Your Organization
How do we exceed
Customer/stakeholder expectations?
Customer
What do our customers/
stakeholders look for in financial results?
Financial
Strategy
Internal
What process do we need to improve to fulfill these expectations?
Learning
What skills, tools, and culture are required to perform these processes?

17. Today’s Organizations Are Expected to Be:
Why do we need to do this?
Today’s Organizations Are Expected to Be:
Competitive (sourcing)
Accountable
Customer-friendly
Fiscally responsible
External world is highly unstable so planning systems must deal with uncertainty
1. Strategy is a hypothesis.
2. Strategy is a dynamic process.
3. Strategy is everyone’s job.
4. Organizations are systems that must sense, experiment, learn, and adapt.
5. Strategy is an articulation of the direction we want to take an organization.
Structure Is Strategy
Adapted from “Planning Is Dead, Long Live Planning, “ Jos. Fuller, Across the Board, March 1998.

18. What Roles Do the PM “Teams” Play?
Team Leader - a manager or senior member of your staff who takes the responsibility for applying PM in the organization;
Team Members - typically 4-8 staff members who understand the complexities of your current work environment. Team members provide functional expertise to assist the team leader in development and implementation of your PMP;
Consultant - Either OQM staff or contractor assigned to each team to provide technical assistance and coaching on the process, tools and methodology;
OQM Staff – In addition to provide consultation to teams, OQM assists teams at key points during development and implementation, and interface with Senior Management on the overall progress of the PM effort.

19. The ORF/ORS Performance Management Plan (PMP)

20. What is the PMP?
The Performance Management Plan (PMP) is your business roadmap
Lists the name of your Service Group and Discrete Services from the Services Hierarchy maintained by OBSF
Describes your value to the NIH
Defines how you implement your value (your strategy)
Highlights your performance objectives
Identifies how you measure achievement on objectives
Lays out targets for delivering performance

21. The PMP Template

22. Note: Page 2 of the PMP. Statement of what should be achieved:
An Outcome
How success will be measured and tracked:
How we will know we are done
The level of performance or rate of improvement needed over time
Key actions or projects required to achieve outcomes
and their corresponding owners
Note: Page 2 of the PMP.

23. Value Proposition and Strategy Statements

24. Value Proposition
The Value Proposition should be established with the Research Community in mind and should be derived using the following formula:
Value = Product and/or service attributes + image + relationship
The value proposition should establish why we do what we do, and what impact does it have on the community for whom we provide our services.

25. What is the value proposition for your Service Group?
What is the contribution that we make to the NIH Research Community and other interested parties?
Customers
Stakeholders
It is a theory that must be tested

26. First, you must consider “Who are our customers?”
Are the recipients of our goods and services
Are the direct beneficiaries
May also be stakeholders
Stakeholders:
Influence budget, funding, and resource allocations
Are alter egos of customers
Fill a stewardship or regulatory role
Note: Customer segmentation data should clarify your customers/stakeholders.

27. Stakeholders Customers The NIH Institutes ORS Advisory Committee
EXAMPLE
Customers
The NIH Institutes
ORS program managers
ORS service providers
ORS administrators
Stakeholders
ORS Advisory Committee
IWG and MBWG
FARB
DHHS
OMB/GAO/Congress
OSHA
JCAHO/AAALAC

28. Why do we distinguish stakeholders from other customers?
Stakeholders have different issues
Need different approach
Stakeholders can increase or decrease funding (regardless of how customers feel)
Stakeholders can formulate or influence policy
Customers and stakeholders may each value something different

29. What do customers really want?
What value do we provide to customers?
What would happen to customers if we were no longer around?
How much are customers willing to pay for our products/services?
What is our obligation to customers?
What can we do to ensure their support?
What can we do to better educate them?

30. What do stakeholders really want?
What do our stakeholders value?
How does what they value differ from what our customers value?
What is our obligation to stakeholders?
What can we do to ensure their support?
What can we do to better educate them?

31. The Value Proposition
EXAMPLE
Generic Model  The value proposition should establish “why”
Value = (Product / Service Attributes) Image Relationship
Functionality
Quality
Price
Time
Example: Federal Agency
Product/Service Attributes
Image
Relationship
Accessible (Services)
Consistent
(Products)
Dedicated
(People)
Professional
(Staff)
Personal Relationships
(Customers)
Service Oriented
(Employees)
VALUE PROPOSITION STATEMENT
“We bring value to NIH by providing our customers with convenient, accessible, and consistent services to ensure that visiting scientists acquire the required visas in the least amount of time at the best price to the agency.” 19

32. What value do we offer our customers/stakeholders?
Why are you in business?
Value = (Product / Service Attributes) Image Relationship
Functionality
Quality
Price
Time
What is the VALUE PROPOSITION for your Service Group? ?
Product/Service Attributes
Image
Relationship

33. Type in value proposition (VP) here.
Type your Value Proposition on your Performance Management Plan (PMP)
Type in value proposition (VP) here.

34. Think of Strategy as a Way to Get to Your Destination
What is strategy?
Think of Strategy as a Way to Get to Your Destination
Strategy

35. The BSC Provides Structure and Context for Effective Strategic Management
Informed executives managing a strategic agenda
Motivated workforce implementing strategy and documenting progress
The Power To Rapidly Implement Strategy, Learn, and Improve

36. Strategic Management Is Based Upon a “Double Loop” Learning Approach
The Strategy
Perspective
Financial
Strategic Feedback & Learning
Perspective
Customer
Perspective
Internal
update the strategy
test the hypotheses
Learning Perspective
Strategic Learning Loop
Balanced Scorecard
Strategic Objectives
Financially Strong
Delight the Consumer
Win-Win Relationship
Safe & Reliable
Competitive Supplier
Motivated & Prepared
Strategic Measures
Return of Capital Employed
Mystery Shopper Rating
Dealer/Pioneer Gross Profit Split
Manufacturing Reliability Index
Days Away from Work Rate
Laid Down Cost vs. Best Competitive Ratable Supply
Strategic Competency Availability
Financial
Cust
corrections
result
Internal
L&G
Operational Control Loop
Performance
Initiatives & Programs
input
output

37. Ways to Characterize Strategy
Michael Porter (author of Competitive Strategy )says there are three general ways to characterize strategy in organizations:
Operational Excellence
Customer Intimacy
Product Leadership
Fee for Service Organizations should also think about where your business is in terms of:
Growth
Sustain
Harvest

38. Operational Excellence Is Customer Service Excellence
Your Service Attributes Your Product Attributes
Availability
Responsiveness
Convenience
Competence
Handling of Problems
Cost
Quality
Timeliness
Reliability

39. Customer Intimacy Is Customer Quality Relationships
Understand their business
Know their needs
Provide complete solutions
Quality of the relationship
Empower them
Share with them
Our team knows their team
Follow up and feed back

40. Product Leadership is Customer Needs Filled With New Solutions
Open Mindedness (avoid Not Invented Here Syndrome)
Service and products always state-of-art
Creativity over formula
Engineered for speed
Knowledge management “First” initiative
A budget for failure (Command of Capital)
Culture for risk taking
Entrepreneurial vs. bureaucracy
Team player over experience
Exist on limited planning and analysis
Fast reaction times to conditions

41. Check which box best describes your strategy.
Indicate your Strategy on your PMP
Check which box best describes your strategy.

42. Elaborate on Your Strategy
Think more deeply about your strategy choices
Write your own strategy statement
May help to develop a strategy map
What may help with expanding your thinking on strategy?
What demands are the customers or “chain of command” placing on the Service Group?
Are your customer demands for services changing dramatically?
Has the environment changed to require new products/services, or service levels, from your group?
Are there expectation for reduced unit cost?
What is the future direction of your Service Group?

43. Operational Excellence Strategy
“ We will pursue our strategy of operational excellence by providing more timely information to our customers through automation. We will educate our customers regarding regulations and requirements through rigorous training programs. Our focus will be on enabling our professional, experienced staff to provide more dedicated customer-service time.”

44. Describe your strategy here.
Describe Service Group Strategy on your Performance Management Plan (PMP)
Describe your strategy here.

45. How to Develop Objectives for the Four BSC Perspectives

46. From Strategy to Objectives…..
Next, our focus will be on crafting the objectives.
Objectives should enable the achievement of your value proposition and strategy.

47. Objectives are a means to achieve your value proposition and strategy.
Perspective
Customer
Internal Business Process
Learning and Growth
Financial
Information Needed
Customer/stakeholder segmentation, value proposition and strategy
Process maps, process data, value proposition and strategy
Future needs of the customer and the organization, enablers (people, tools, culture) to get there, value proposition and strategy
Customer demands for services/service levels, willingness to pay for services, funding levels available for Service Group, value proposition and strategy

48. Crafting Objectives By Perspective
Customer
Internal Processes
Financial
Learning & Growth

49. Performance Objectives for the Customer Perspective

50. What Do Our Customers Really Want?
(Outcome or “end-state”)
What are we really trying to accomplish as a Service Group?
What outcomes are we offering customers with our Service Group/Discrete Service offerings?
What will our customer base look like 5-7 years from now?
What will our customer needs be in the future?

51. Customer Objectives
ORS and ORF EXAMPLE
OBJECTIVES
Provide integrated transparent access to the most relevant information via the most effective information sources for NIH researchers and staff
Improve education of customers on portfolio of services offered by Events Management
Be readily available to our customers to provide information, customer service, and resolve issues regarding transportation and parking services
Improve communication with customers
Meet customer needs by providing the right mix of specialized research support services
Improve customers’ business decisions
Improve as single-source contact on ORS-wide administrative processes
Increase responsiveness to customers’ varying needs
Increase customer satisfaction with our products and services

52. Customer Objectives (cont.)
ORS and ORF EXAMPLE
OBJECTIVES
Improve response to customer requests
Improve objectivity and neutrality in dealing with customer complaints
Improve customers’ ability to make informed decisions
Be indispensable in service quality
Decrease the probability of weaponized vehicles from entering the NIH Bethesda campus
Provide an environment that is safe and secure for personnel and others while at NIH facilities
Provide a fire safe work environment for all NIH facilities
Respond consistently and reliably to customers
Improve availability and reliability of guidance and expertise

53. Performance Objectives for the Internal Business Process Perspective

54. What is Your Value Chain?
How do we get new demand? Where does it come from?
What processes do we need to perform very well? (process maps)
How do we complete the work? (deployment flowcharts)
How do we deliver it to our customers?
How can we improve our processes to meet attributes identified in the value proposition?

55. Review Process Maps
EXAMPLE

56. Internal Business Processes
What is the value we offer to our customers?
(How do we create value for our customers, stakeholders, employees) through our processes?
What key processes do we need to focus on?
What aspects of the processes are important (e.g., predictable performance, efficient, safe)

57. What improvements can be made in our internal processes?
What do we need to do better to make our customers happy?
Can we be more efficient or more effective at what we do?

58. Internal Business Process Objectives
ORS and ORF EXAMPLE
OBJECTIVES
Maintain or improve turn around time for filling requests with accuracy
Improve timeliness and accuracy of the scheduling process
Increase benchmarking reviews to better understand competitors offerings and costs
Hold Vendors Accountable (require regular inspections and reports; setting goals to meet improvements; decrease the gap between actual performance and goals set in contract)
Improve quality and delivery of rate packages
Accurately bill and pay for rent, leased space and membership services
Adopt best practices and infuse new technology
Improve vendor/contractor performance
Improve access to information
Increase consistency in the delivery of our products and services
Adjust production capabilities to meet changing demands
Increase timeliness of service
Right the first time, every time. Be consistent.

59. Internal Business Process Objectives (cont.)
ORS and ORF EXAMPLE
OBJECTIVES
Improve smooth transition of new automated systems
Meet and/or exceed timeframes established by law
Improve capability to handle fluctuation in service demand
Refocus service offerings based on complaint patterns
Rework service agreements into performance-based service contracts
Improve service response time
Provide quicker “turn around time” (complete cases faster)
Improve effectiveness of radioactive waste pick-up scheduling process
Increase the consistency in guard service delivery to minimize disruption to the NIH community
Minimize the disruption of the NIH design and construction process while ensuring all fire-safety requirements are met
Improve best value analysis through-out design and construction of facilities
Improve coordination and timely updating of environmental and emergency plans
Improve internal resources requirements planning

60. Performance Objectives for the Learning & Growth Perspective

61. Learning & Growth The formula for this perspective is a function of:
People, Tools, and Climate
Learning and Growth objectives are a function of future customer and organizational needs.

62. The Learning & Growth Perspective
What are the future needs of our Service Group in terms of:
Organization Learning & Growth
= ƒ
People
Tools
Climate , ,
People, Learning & Growth Categories
Skills
& Competencies
What do we need in terms of skills & competencies for our employees?
What will we need in the future?
Knowledge
& Technology Assets
What do we need in terms of knowledge base and technology tools to assist our employees?
What will we need in the future?
Climate for
Action
What do we need in terms of our environment to encourage our workforce to be productive?
What will we need in the future?

63. What “enablers” will prepare us for the future?
EXAMPLE
Organization Learning & Growth
= ƒ
People
Tools
Climate , ,
Typical Learning & Growth Objectives
Skills
& Competencies
Knowledge
& Technology Assets
Climate for
Action
Engineering skills
Training to required levels
Program Management skills
Technologies
Databases
Experience captured
Best practices
Leadership
Alignment
Results Oriented
Teaming 25

64. What do our employees need to help us achieve our goals?
What skills need to be addressed?
What will the knowledge and skill needs be over the next 5-7 years?
Do we need to train/recruit/contract out?

65. Learning & Growth Objectives
ORS and ORF EXAMPLE
OBJECTIVES
Support continuous, shared staff learning and improvement
Increase sense of trust and partnership with customers
Encourage a “caring environment”
Invest and deploy technology solutions so that we are responsive to the transportation needs of the NIH community
Cross train staff to ensure no interruption of services in the absence of a staff member
Improve Institutional knowledge of customer business
Maintain or enhance competencies for the future
Increase knowledge of customer needs
Improve accountability of workforce
Increase technical competency of staff
Increase staff participation in professional training
Ensure high level of integrity among staff members

66. Learning & Growth Objectives (cont.)
ORS and ORF EXAMPLE
OBJECTIVES
Redistribute clerical work
Improve communications among staff members
Use innovative technology to enhance skills and improve performance
Be experts in best practices for project analysis and quality assessment
Build a climate of trust
Be the benchmark for design and construction project services

67. Performance Objectives for the Financial Perspective

68. It is always about the value we offer to the organization.
Financial
This perspective is typically composed of the following elements:
Funding (Revenue)
Cost (expenses)
Demonstrated savings
What will our financial requirements be in the future?
It is always about the value we offer to the organization.

69. What do our financial stakeholders expect from us?
Can we do this now?
How can we contribute?
Can we increase revenue?
What cost savings can we realize?
What obligation do we have in our spending activities?
How do we manage the gap between customer demand and funding levels?

70. Financial Objectives
ORS and ORF EXAMPLE
OBJECTIVES
Minimize unit cost for custom research assistance at a defined level of service (# of custom research jobs per budget)
Minimize the unit cost for providing parking services on campus (# of assisted parked cars per budget)
Maintain invoice processing costs (associated with leased properties) (# of invoices processed per budget)
Minimize the unit cost for animal diagnostic services (# of submissions per budget)
Minimize the unit cost of providing building security services on campus (# of visitors/employees per budget)
Minimize unit cost of conducting preliminary background checks (# background checks per budget)

71. Financial Objectives (cont.)
ORS and ORF EXAMPLE
OBJECTIVES
Achieve cost savings from reduced rework and reprocessing
Lower ORS expenses through early intervention
Invest in automation to lower our overhead costs
Lower our lease costs
Lower the square-footage requiring retro-fit
Improve Customer's understanding of financial parameters of lease
Avoid costly mistakes

72. Generating and Finalizing Objectives
New Teams…..
Recommend about 2 sessions with the Performance Management (PM) Team and your consultant
Identify pool of objectives
Narrow objectives to critical few in each perspective
Consultant can lead team through use of “identification and selection” procedure to gather Team’s input and consolidate the list of objectives
Enter objectives onto the Service Group’s Performance Management Plan (PMP)

73. Enter Your Objectives on your Performance Management Plan (PMP)- available on the web page

74. Resist The Urge To Jump Ahead
At this point most people jump into measures…and when they get there, they start listing all of the “action items”
There is one last step before moving to measures…

75. Define Objectives

76. Define Objectives (cont.) Common ORS Objectives
EXAMPLE
Objective
C1: Increase customer satisfaction
F1: Minimize unit cost at a defined service level.
Description
C1: A relationship with the people we serve that increasingly promotes good will, repeat business, commendations, and minimal complaints.
F1: Understanding the total dollar cost to provide measurable service and products at agreed upon terms in order to reduce these costs to levels that meet or exceed customer expectations of market prices.

77. Define Objectives (cont
Define Objectives (cont.) Provide Quality Improvement Services Objectives
EXAMPLE

78. A good PMP will “tell the story” of your Service Group.
Summary
This training has given you new information that your Team can use to develop your PM roadmap:
Value Proposition
Strategy
Objectives
Customer
Internal Business Process
Learning and Growth
Financial
A good PMP will “tell the story” of your Service Group. 66

79. Linking Performance Objectives with the Strategy Map

80. Strategy Mapping…What is it????
A pictorial representation of your whole strategy (how all of your objectives fit together)
A way to decide which objectives are the most critical ones
A tool that helps you validate your objectives
A tool that can help you validate your measures
A tool that can help you manage your strategy

81. Strategy= Buy a Car by this time next year The ultimate objective
Strategy Mapping…the way it works (We do it all the time in our daily lives)
Strategy= Buy a Car by this time next year
Happy
Owner
The ultimate objective

82. Strategy= Buy a Car by this time next year
Strategy Mapping…the way it works We do it all the time in our daily lives
Strategy= Buy a Car by this time next year
Happy
Owner
Shop for
best deal
Some work
needs to be
done first

83. Strategy= Buy a Car by this time next year
Strategy Mapping…the way it works We do it all the time in our daily lives
Strategy= Buy a Car by this time next year
Happy
Owner
Shop for
best deal
Save $
The resources must be available

84. Strategy= Buy a Car by this time next year
Strategy Mapping…the way it works We do it all the time in our daily lives
Strategy= Buy a Car by this time next year
Happy
Owner
Shop for
best deal
Save $
There may need to be a change in status to ensure that the strategy can be realized
Get a Job

85. Strategy Mapping- An ORS Example

86. If we invest in our people….
Strategy Map
Support foreign staff exchange program: We bring value to NIH by providing our customers with convenient, accessible services to ensure that visiting scientists acquire visas in the least amount of time with the fewest problems, at the best price to the agency.
If we invest in our people….
Learning & Growth L1
Give staff training L2
Increase support staff

87. We should be able to get better at managing our resources…
Strategy Map
Support foreign staff exchange program: We bring value to NIH by providing our customers with convenient, accessible services to ensure that visiting scientists acquire visas in the least amount of time with the fewest problems, at the best price to the agency.
We should be able to get better at managing our resources… F1
Invest in automation F2
Minimize Unit Cost
Learning & Growth L1
Give staff training L2
Increase support staff

88. Which should enable us to invest in improvements….
Strategy Map
Support foreign staff exchange program: We bring value to NIH by providing our customers with convenient, accessible services to ensure that visiting scientists acquire visas in the least amount of time with the fewest problems, at the best price to the agency.
Which should enable us to invest in improvements….
Internal
Processes
Financial I1
Improve
our processes F1
Invest in automation I2
Provide Access to
information systems I3
Develop level
of consistency F2
Minimize Unit Cost
Learning & Growth L1
Give staff training L2
Increase support staff

89. Which should help us make our customers happy….
Support foreign staff exchange program: We bring value to NIH by providing our customers with convenient, accessible services to ensure that visiting scientists acquire visas in the least amount of time with the fewest problems, at the best price to the agency.
Customer
Customer C2
Better communication
with and education
of Customers C1
Quicker Turn
around Time
Internal
Processes
Financial I1
Improve
our processes F1
Invest in automation I2
Provide Access to
information systems I3
Develop level
of consistency F2
Minimize Unit Cost
Learning & Growth L1
Give staff training L2
Increase support staff

90. And help us to accomplish our strategy and ensure our value.
Strategy Map
Support foreign staff exchange program: We bring value to NIH by providing our customers with convenient, accessible services to ensure that visiting scientists acquire visas in the least amount of time with the fewest problems, at the best price to the agency.
Customer
Customer C2
Better communication
with and education
of Customers C1
Quicker Turn
around Time
Internal
Processes
Financial I1
Improve
our processes F1
Invest in automation I2
Provide Access to
information systems I3
Develop level
of consistency F2
Minimize Unit Cost
Learning & Growth L1
Give staff training L2
Increase support staff

91. Summary Talked about how performance management started in ORS/ORF
Covered the basics of the Balanced Scorecard approach
Discussed the roles of Performance Management team members
Reviewed the Performance Management Plan (PMP) that is your business roadmap
Discussed how to develop a value proposition, strategy, and performance objectives
Reviewed how to use the strategy map to show the relationships among your performance objectives