October 4th, 2006 Denise Shields Shields Resource Group Monarch Beach, CA 949 240 9799 Creating a Child…

October 4th, 2006October 4th, 2006

Denise Shields Shields Resource Group

Monarch Beach, CA 949 240 9799

Creating a Child Support Dashboard

I. Learning the power of a Dashboard

II. Learn how to identify key measures

III. Learn how to develop a Dashboard

IV. Learn how to utilize the Dashboard to it’s full potential

ObjectivesObjectives

Shields Resource Group. Solutions for Better Business Results. Shields Resource Group. Solutions for Better Business Results. PeriodPeriod

I. The Power of a Dashboard

Unit I. The Power of Unit I. The Power of AA

DashboardDashboard





Consider your personal life...Consider your personal life...if you were to list Dashboards for it, if you were to list Dashboards for it, what would they be?what would they be?

Make a list Make a list 3 minutes3 minutesShare with your neighborShare with your neighbor 3 minutes3 minutes

ExerciseExercise



Personal Dashboard Measures:

•Health: Weight, Cholesterol, Blood Pressure•Financial: Savings, Debt, Future Income•Family: Time, Quality, Frequency•Spiritual: Church, Meditation/Prayer•Friends: Time, laughter, celebrations•Career: Fulfillment, Reward, Rank



Who is the healthiest?Who is the healthiest?



Personal Measures

Health: Age 45 41

75

Weight (varies PP) 180 145 136 Cholesterol <200 235 198 189Blood Pressure 130/90 120/80 160/90 136/88

Larry Sue Mabel



Balance is key….


1I. Learn How to Identify

Key Measures

Unit II. Learn How to Unit II. Learn How to Identify Key MeasuresIdentify Key Measures



Key Measures

Dashboard Measures

•Measurement is fact based•Measurement eliminates

guessing•Measurement reduces emotions•Measurement increases one’s influence



Key Measures

Improvement can not be made without

measure



Key Measures

Common Problems with Most Measurement Systems

•Too much data•All financial•Lack of external comparison•Measures driving wrong performance•Lack of balance



Key Measures

Dashboard Measures Vary

•Hard: Production, IT downtime, cases pending•Soft: Employee satisfaction, absenteeism, injury rates•Leading: drivers such as future income, new leads, referral rate•Lagging: Outcomes such as expenses, grades in school



Key Measures

Dashboard MeasuresA Dashboard should include:

•Link to Vision and Strategies •Mix of 18-25 key measures•Goals, Actual Results, Benchmark Comparisons, Prior Year Results


II Learn How to Identify

Key Measures Personal Measures

Mabel’s Health: Category and Goal: 2006 2005 2000 Weight (190 or under) 136 120 115Cholesterol <200 189 169 170 Blood Pressure 130/90 136/88 110/70 109/68

Year Prior Yr Comp



Key Measures Safety Measures

Lineman Category and Goal: 2006 2005 (based on 200 workers)

Injuries (no lost days) 40 30 (15%) 50 (25%) %Injuries (lost days) 15 10 (5%) 20 (10%)

Falls 5 4 (.02%) 10 (5%)

Deaths0 1 (.005%) 2 (.01%)

Year Prior Year



Key Measures Safety Measures

Lineman Category and Goal: 2006 2005

2006(based on 200 workers)

Injuries (no lost days) 40 30 (15%) 50 (25%) 9%Injuries (lost days) 15 10 (5%) 20 (10%) 5

Falls 5 4 (.02%) 10 (5%) 0

Deaths0 1 (.005%)2 (.01%) 0

Year Prior Year Comp



Key Measures

Dashboard Measures

•People (Customers and Employees)•Processes•Financial



Key Measures

Dashboard MeasuresSample

•People (Customers and Employees)•Customers

•Satisfaction (could be 3-5 key measures)•Cases receiving support

•Employees•Satisfaction•Productivity•Retention•# Ideas submitted



Key Measures

Dashboard Measures

•Processes:•Collections on arrears•Cases receiving support•Paternity established•Custodial parent saying some child support is being

paid•Telephone hold times•Wait time in office•Number of outreach presentations



Key Measures

Dashboard Measures

•Financial:•State Budget•Performance to budget•Expense control•Grants



Key Measures

Dashboard Measures

PeoplePeople ProcessesProcesses

FinancialFinancial



Key Measures

Dashboard Measures

To create measures that To create measures that are meaningful, strategy are meaningful, strategy is keyis key



Key Measures

© M ark Graham Brown & Associates, 2003 (310) 545-2417 II-11

EXAMPLE KSFs

Ericsson Cellular Phones Continental Airlines

Appleton Papers Southwest Airlines

• Brand recognition• Get sales people to push phones• Broad product mix

• Fund the future• Make reliability a reality• Working together

• Cheap fares• Routes with little competition• Fast turnaround at gate-plane

productivity• Fun culture for employees & customers• Standardization-planes, procedures,

schedules, etc.

• Culture of delightedemployees• Product consistency• Relationship with major

customers

II Balanced

Scorecard



Key Measures

Dashboard Measures To create To create measures that are meaningful, strategy measures that are meaningful, strategy is key.is key.

Strategy: To expand marketplace to China

Measures:•# sales appointments in China•Actual Sales in China•# and % of repeat orders in China



Key Measures

Dashboard Measures To create To create measures that are meaningful, strategy measures that are meaningful, strategy is key.is key.

Strategy: To expand # of families using Child Support Services: Measures:•# of Outreach presentations•# of partnerships with local law enforcement and agencies•Actual number of families using services



Key Measures

Case Study….Bronco CountyRead the Case Study and work with

your partner to develop 3 brief strategies that you think will help Bronco County solve it’s problems.

You have 20 minutes to read the Case Study and make a list of strategies.



Key Measures

Bronco County Casestudy

•With your partner, choose one Strategy that is measurable. •Identify at least one leading and lagging Dashboard measure to gauge the success of that strategy. List the measures in this example format:Strategy Measure Current Goal Improve health Blood Pressure (leading) 150/90 130/80

Heart attack (lagging) 1 0


1II. Learn How to Develop

Your Own Dashboard

Unit III. Learn How to Develop Unit III. Learn How to Develop Your Own DashboardYour Own Dashboard



Your Own Dashboard

Dashboard Measures

You have identified a strategy and also a Dashboard Measure based on a Case Study.

Congratulations…now it is time to move on to YOUR Dashboard.



Your Own Measures

What does a Dashboard look like anyway?

•Some are a simple excel spreadsheet•Some are sophisticated software•Some are management reports•Some are displays for all to see

….There is no right or wrong way



Your Own Dashboard

What does a Dashboard look like anyway?

Super Burger Super Burger DashboardDashboard

Refer to Handout for Sample Dashboard



Your Own Dashboard

Super Burger Dashboard•

Working with your Partner...

Review Dashboard and make a list of 3 lessons learned by the results presented on Super Burger’s Dashboard

You have 10 minutes….



Your Own Dashboard

“YOUR” Organization•Buckets: People, Processes and Financial•Take each Bucket and make a list of strategies that would drive performance. Write down 2 strategies per bucket. •Develop a list of at least 3 measures for each strategy. •Remember leading and lagging measures should both be used.



Your Own Dashboard

“YOUR” OrganizationExample: Bucket One “Process”:Strategy One: Increase Cases Receiving Support to 50%

Leading Measure: Percent of staff receiving training 100%

Leading Measure: Compare our process to five other county’s that have a best practice reputation

Lagging Measure: Increase the current statistic of 43% to 50% by year end.



Your Own Dashboard

“YOUR” Organization

You should end up with the following:•Three buckets (People, Process,

Financial)•8 strategies•24 measures



Your Own Dashboard

Sample Format”Sample Dashboard for “YOUR” Organization

Bucket One: People

Strategy OneMeasure 1 Take 30 minutes !! Take 30 minutes !! Measure 2Measure 3

Strategy TwoMeasure 1Measure 2Measure 3


1II. Learn How to

Utilize the Dashboard to it’s Full Potential

Unit IV.Learn How to Utilize the Unit IV.Learn How to Utilize the Dashboard to it’s Full Potential Dashboard to it’s Full Potential


1II. Learn How to


6

Shields

SLT

Managers

All the way to the people who do real work!

The Leadership ShadowThe Leadership Shadow


1II. Learn How to


Aligning Your Organization

Individual ProjectsNon-Aligned Department

Objectives= Standstill= Standstill

Company Direction Setbut no Mechanism to align

organization= Some Movement= Some Movement

Fully Aligned Linkageto achieve Company

Goals

Pre-Scorecard Organizational Scorecard

Workgroup and Individual Scorecard


1II. Learn How to


Cascading Dashboard System

CompanyMission/ Vision

Statement

StrategicObjective

# 1

StrategicObjective

# 2

StrategicObjective

# 3

DashboardMeasures

DashboardMeasures

DashboardMeasures

ManagersOperational Goals



Individual Goals

Individual Goals

Individual Goals

Individual Goals

Cascading Goals


1II. Learn How to

Utilize the Dashboard to it’s Full Potential Guidelines for

Development:•Have leadership team read either:Have leadership team read either:• The Balanced Scorecard,The Balanced Scorecard, Kaplan & Kaplan & NortonNorton• Keeping ScoreKeeping Score, Mark Graham Brown, Mark Graham Brown•Verify or develop VisionVerify or develop Vision•Verify or develop StrategiesVerify or develop Strategies•Develop key metrics for DashboardDevelop key metrics for Dashboard•Develop collection planDevelop collection plan•Develop review/revision planDevelop review/revision plan•Assign ownershipAssign ownership•Communicate throughout organizationCommunicate throughout organization•Begin Dashboard development at next Begin Dashboard development at next levellevel


1II. Learn How to

Utilize the Dashboard to it’s Full Potential Guidelines for

Development:•This course is meant as an This course is meant as an Introductory Course…Introductory Course…•Remember there are no perfect Remember there are no perfect measures that may change as your measures that may change as your strategy changes…strategy changes…•Metrics should be added and Metrics should be added and dropped as necessarydropped as necessary•The Dashboard must be how the The Dashboard must be how the organization truly measures organization truly measures performanceperformance


1II. Learn How to


Good Luck!!Good Luck!!

Documents

October 4th, 2006 Denise Shields Shields Resource Group Monarch Beach, CA 949 240 9799 Creating a Child…