A Review of BSC Vocabulary Perspectives Organizing framework describing the common management disciplines Strategic Theme Diagram of the cause and effect relationships between strategic objectives Objectives Statement of what strategy must achieve and what’s critical to its success Measures How success in achieving the strategy will be measured and tracked Targets The level of performance or rate of improvement needed Initiatives Key action programs required to achieve objectives The measures and targets set the context for initiatives

Initiative Definition Grow and Diversify Revenue Base Performance Evaluation Initiatives are projects that help you close the gap between where you are and where you want to be. Target = Actual = Initiatives Measure: Total Ongoing Revenue

Initiative Definition Performance Evaluation Measure: Total Ongoing Revenue Grow and Diversify Revenue Base Remember that measures answer the question, “How are we doing?” Initiatives answer the question “What are we doing?” Initiatives Develop online store New Port. Mgmt Program Pilot Marketing Strategy

Collecting Initiatives Module 6: Inventory, Map, and Prioritize Initiatives Collecting Initiatives An Initiative Is Not: Business As Usual For Example: “Increase revenue”, “Manage Programs”, “Develop Leaders” A “Good” Strategic Initiative Should Have: Accountability at the Leadership Team Level Clearly Defined Start and Stop Dates, and Progress Milestones A Budget Committed Resource Allocation (e.g., Real Employee Hours) For Example: “Reengineer Program Management Process”, “Implement Customer Connectivity Technology”, “Deploy New Employee Training program” Initiative Criteria NOTE: An organization can have many projects happening at one time. Some of these projects are organizationally sponsored (see criteria above), and some are merely enhancement, business as usual or tactical in scope. At this point in the BSC process, we are concerned with sorting strategic initiatives, from tactical projects.

Template for a Strategic Initiative Performance Evaluation Initiative Description Recommendations Implement New Portfolio Management Process Milestones Completion Date Accountability Status Process the Backlog Q2 – 2008 Janice Nevell Define the process Q1 – 2008 Jim Bradley Launch the Program Q3 – 2008 Jim Bradley Initiative Details Owner: Budget: Additional Resources:

We Can Map Initiatives to Objectives: Teach for America Standardized Curriculum Alumni Survey Southeastern Expansion Plan Librarian Training Program Accounting System Fundraising Campaign Standardized Testing Advocacy School Lunch Program Knowledge Management Board Offsite Retreat Website Redesign Staff Training Program Improve prospects of low income youth Impact tomorrow’s low-income youth Engaged corps members Motivated alumni X Grow corps member base Enhance corps member effectiveness Catalyze alumni movement Grow and diversify revenue base Good financial management Diverse Team Effective Managers Technical Capability National Board Expansion Plan

Map Initiatives to Timeline Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Investigate barriers to improve seamless movement through spaces. Build a digital media hub. Evaluate liaison program Carrier renovations Classroom technology and lecture capture Implement LMS Support for distance and blended teaching

Sample Library Initiatives Identify and begin resolving the most pressing needs of IT infrastructure Create a cohesive marketing strategy Develop subject librarian assessment plan Identify areas where further support or training is needed Develop and implement overall print management strategy Streamline online services support for acquisition and licensing Streamline online services support for selected e-journal packages Develop and leverage multi-institutional approaches to print and digital collections Develop digitization program plan Develop learning assessment plan Develop an overarching strategy for using social media as a promotion and research tool, including an inventory of existing promotional efforts and audiences Optimize and right-size management and organizational structure Foster skill development & staff learning for strategic priorities Identify critical skills needed in priority areas Identify infrastructure support needed for staff and users Create core technology competencies for staff Engage staff in identifying new ways of addressing ClimateQual issues Train hiring managers on search committee process Determine timing for implementing 360 degree evaluation Review and update job descriptions while writing SMART goals Develop measure based on ClimateQual Explore possibility of publishing all staff's goals, mandatory for managers Internal Process Perspective Learning & Growth Perspective