1. 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

2. 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

3. 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

4. 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.

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

6. 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

7. 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

8. 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