Briefing Minutes Tuesday, October 7, 2014 – 3:00 PM

Present: Charlotte J. Nash, Jace Brooks, Lynette Howard, Tommy Hunter, John Heard

1. Fire & Emergency Services Fire & Emergency Services – Balanced Scorecard Kevin Mylander, Business Analyst – Performance Analysis Division, presented an overview of Gwinnett County Government’s Balanced Scorecard. Casey Snyder, Fire Chief – Gwinnett Fire & Emergency Services, and Kevin Mylander, presented the department’s Balanced Scorecard. No Official Action Taken.

Gwinnett County Balanced Scorecard

Kevin Mylander Performance Analysis

“The balanced scorecard is a strategic planning and management method used to align business activities to the vision and strategy of an organization, improve internal and external communications, and monitor organizational performance against strategic goals.”

Robert S. Kaplan & David P. Norton Harvard Business Review

What is the Balanced Scorecard…?

It’s All About Strategy, and It Starts Here…

Vision Gwinnett County sets the standard as a dynamic, vibrant community where all people can enjoy essential economic opportunities, safe neighborhoods, plentiful green space and recreational facilities. We are committed to partnering with others in our community who share a dedication to making life better for our citizens.

Mission The Gwinnett County Government will deliver superior services in partnership with our community.

Balanced Scorecard Model

Internal Process To create an impact for

our citizens/customers, at what business processes

must we excel?

Mission

Citizen/Customer How do we create an impact for our citizens/customers?

Financial How do we effectively manage and allocate

resources to maximize our impact?

How do we align our employee team to improve our ability to support our

strategy?

Learning & Growth

Vision & Strategy

Strategy Map

A simple diagram that describes how an organization creates value by connecting strategic objectives in an explicit cause-and-effect relationship with each other in the four BSC perspectives.

The strategic map is a path to the future…

– a picture of your Vision.

Building the Foundation BSC Terminology

Strategic Objectives Key Performance Indicators w/target Strategic Initiatives Tasks/Sub-tasks

- Citizen/Customer - Financial - Internal Process - Learning/Growth

Balanced Scorecard

Strategy Defined

Mission/Vision Established

Establishing the Objective

Strategic Objective A measurable outcome or end state that affects core processes and relates directly to your mission/vision statements. It states what is to be achieved, but not how the results are to be achieved. Strategic objectives have one or more associated key performance indicators, and usually begin with terms like Enhance, Improve, Reduce, Increase, Maximize, Minimize, etc.

Measuring the Objective

Key Performance Indicator Metrics used to help an organization define and measure progress toward supporting strategic objectives. KPIs are quantifiable measurements, usually represented by numerical values that reflect the critical success factors of an organization.

Initiative vs. Objective

Strategic Initiative The specific programs, activities, projects or actions an organization will undertake in an effort to meet performance targets. It specifies how the results are to be achieved. Strategic initiatives have one or more associated tasks which include specified start and end dates. Strategic Initiatives are the roadmap toward meeting the strategic objective.

Detailing the Tasks

Task/Sub-Task A clearly defined piece of work, sometimes of short or limited duration, assigned to or expected of a person. Accomplishment of all tasks indicates completion of a strategic initiative.

Linking It All Together

BSC Drives Continuous Improvement

• Monitoring of BSC’s and measuring the right things provides insight to how we are doing as an organization

• Good performance indicators show progress toward achieving the objective

• Underperforming indicators can identify process improvement opportunities, i.e. Lean Projects, Variation Control, Standardization of processes, etc.

Gwinnett County BSC History

• BSC Development effort – Started late 2006 • Worked with departments to:

– Develop Mission, Vision, and Value Statements – Develop Strategic Objectives and Initiatives (via SWOT) – Develop Key Performance Indicators

• Original BSC’s created and tracked in Excel • Started with 13 scorecards – 1 per Department • Purchased BSC S/W to replace Excel – mid 2007 • Currently 82 BSC’s at the Department, Division, and

Section levels as well as 70 Personal Scorecards

Gwinnett County BSC Next Steps…

• Complete BSC Refresh for 2015 (~150 scorecards) • Continue BSC Admin support for Departments • Develop systematic reporting of BSC information • Explore availability of performance data on County

website • Research/develop automated data collection methods • Develop “checks and balances” for BSC data entered • Expand use of BSC in other areas of County

Government

For Your Reference…

Websites - Balanced Scorecard Institute www.balancedscorecard.org - Balanced Scorecard Hall of Fame http://www.thepalladiumgroup.com/Results/hof/Pages/Overview.aspx - Corporater AS / EPM Suite www.corporater.com - City of Boston Performance Management http://www.cityofboston.gov/bar/home.asp - University of California – San Diego, Dept. of External and Business Affairs http://blink.ucsd.edu/sponsor/VCEBA/perf-measurements.html

Publications - Robert S. Kaplan and David P. Norton, “The Balanced Scorecard: Measures that Drive Performance,” Harvard Business Review (January-February 1992): 71-79 - Robert S. Kaplan, “The Balanced Scorecard for Public-Sector Organizations” Article Reprint #B9911C Harvard Business School Publishing ,(1999) - Robert S. Kaplan, “Conceptual Foundations of the Balanced Scorecard – Working Paper”, (2010). - Paul R. Niven, Balanced Scorecard: Step-by-Step for Government and Nonprofit

Agencies (Hoboken, NJ: John Wiley & Sons, 2003).

Corporater EPM Suite 4.0

Gwinnett County Enterprise Performance Management System

Demo

Questions?