1. 1 Planning Process Where are we now? What’s happening out there? Audit & Analysis, PEST & SWOT How will we get there? Business Objectives, Targets, Action Where do we want to be? Vision, Mission, Values, Objectives How will we know? Monitor, Evaluate, Report Planning Process Language of Planning

2. 2 Balanced Scorecard Logic For the want of a nail the shoe was lost. For the want of a shoe the horse was lost. For the want of a horse the rider was lost. For the want of a rider the battle was lost. For the want of a battle the kingdom was lost. And all for the want of a horseshoe nail. What? How? What? How? Why?

3. 3 Balanced Scorecard Flow Vision Goals Strategy Strategic Map Measures Indicators/ Targets Initiatives/ Action Mission Themes Perspectives Values Shareholders/Customers Planning Narrative? Inputs Processes Outputs Outcomes Objectives ResourcesManagement

4. 4 Balanced Scorecard Perspectives Customer & Stakeholder Financial Internal Process Learning & Growth Strategy Vision Mission Goals PEST SWOT

5. 5 Balanced Scorecard Perspectives PerspectivesKey Questions Customers/Key Stakeholders To achieve our vision and goal, what do we need to achieve from a customer and stakeholder perspective? Internal Processes In order to satisfy our customers and stakeholders expectations, what internal process must we excel at? Learning and Growth If we are to excel at processes and deliver against customer expectation, what people development support is needed and how do we encourage innovation, change and continuous improvement? Financial What do we need to achieve financially in order to satisfy our stakeholders’ expectations?

6. 6 Corporate Perspectives Learning & Growth Innovation Motivation People Development Financial Increase Income Improve Margin Return on Investment Customer Level of Service Market Share Satisfaction Internal Process Reducing Cost Speed of Transaction Integrated Planning

7. 7 Strategy Map Vision and Mission Values Goal PEST SWOT Internal Process New Rota Manage New Services New Booking System Multi-Task Approach Learning & Growth Annualised Hours Developing New Skills Developing New Services Financial Reduce Unproductive Cost Increase Charges Improve Margins Customer Wider Range of Services Improved Customer Service New Opening Hours Increased Revenues Improved CRM

8. 8 “If you’re not keeping the score, you’re only practising” Objectives Measures…Targets Initiatives/Action Measure Action Ask How? Measure Action Ask Why?

9. 9 Scorecard ObjectivesMeasuresTargetsInitiativesLead Person Yr1Yr2Yr3 Customer Internal Processes Learning & Growth Financial Scorecard

10. 10 Measure Sheet Measure Title Use a title that describes the value of the measure. Purpose Why are you measuring this? Alignment It must relate to some top-level objectives. Target What performance level or target should be set? Make it SMART. Formula How is the performance measure to be calculated? Who measures and when? Who is responsible for measuring this performance, how frequently and when do they report back. Source of data Ensure that there is a source of data. Who must act on the data? Who must act on the data and in particular, consider what type of action can be taken to improve performance against this measure. Notes and comments Maybe the target was pure guesswork with no baseline. You might note this and review after a period.

11. 11 Initiatives/Action Selection Criteria? Meet objectives Impact on Performance Measure Resources available Time required Capacity or capability to deliver Filter Potential Initiatives/Action Prioritised Initiatives/Action Execution

12. 12 Scorecards at Every Level Corporate Level Business Unit Department / Location Individual Appraisal

13. 13 Strategic planning model … balanced approach and action-oriented Performance management system … what gets measured gets done Not accredited … highly flexible, less resource intensive Cascades down … scorecards at every level Fits with EFQM and IIP … translates these into action Needs time (6-12 months) Critique - Summary