Catholic Charities USA Saturday, September 14, 2013
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1 MEASURING WHAT MATTERS: A design thinking approach to balanced scorecards Catholic Charities USA Saturday, September 14, 2013 cliftonlarsonallen.com Kelsey Luers, Senior Consultant 1
2 AGENDA 1. Balanced scorecard background 2. Strategic objectives 3. Stakeholders and their values 4. Metrics 5. Voting and deliberation 6. Next steps 2
3 1. Why should my scorecard balance? Background on the balanced scorecard approach 3
4 Balanced Scorecard Four General Categories: Finance Audience/Impact (Customer/ Context) Internal Process (Operations/Efficiency/ Management) Learning & Growth (HR/Org. Capacity/Staff Development)
5 Balanced Scorecard Finance Audience/ Impact Internal Process Learning & Growth
6 Balanced Scorecard Yes- there is even an app for it!
7 2. Strategic Objectives What are we measuring and why does it matter? 7
8 Strategic objectives Purpose: convey the goal or objective of each category: what should the various metrics that fall within the category be disclosing? These should be aligned with the organization s goals and objectives 8
9 Strategic objective examples FINANCE To maintain finances which support growth and expansion while maintaining a healthy infrastructure. IMPACT/AUDIENCE To provide supportive services which help men, women, and children in need thrive today and be equipped to thrive tomorrow. INTERNAL PROCESS To create and maintain effective, compliant, and wellintegrated systems that meet stakeholders needs. LEARNING AND GROWTH To attract and develop staff and board aligned with our guiding values and positioned to advance the mission. 9
10 Strategic objectives Take a few minutes to draft the strategic objective for your organization for the quadrant on your table. 10
11 3. Stakeholders and their values Who do we care about and what do they care about? 11
12 Who are your stakeholders? Internal External -Board Chair -Audit Committee Chair -Program Committee Chair -General Board Member -CEO -Director -Staff Member -Client -Partner Organization -Politician -Nonprofit Evaluators (eg: Charity Watchdog, Charities Review Council) -General Public 12
13 Who are your stakeholders? Internal External -Board Chair -Audit Committee Chair -Program Committee Chair -General Board Member -CEO -Director -Staff Member -Client -Partner Organization -Politician -Nonprofit Evaluators (eg: Charity Watchdog, Charities Review Council) -General Public 13
14 What do your stakeholders care about? Board Chair: 14
15 4. Metrics, metrics, everywhere Brainstorming the universe of potential metrics 15
16 Qualities of good metrics Objective and unbiased Statistically reliable but inexpensive to collect Qualitative and quantitative in nature Robust, ensuring things that count most heavily in the association s performance Discriminating: small changes in them are meaningful 16
17 Brainstorming your metrics Take 5 minutes to come up with as many metrics as possible that pertain to the quadrant at your table. Write each idea on a sticky note When you have written all of your ideas, place them on your table s scorecard.. 17
18 5. Let the voting begin! Put on your stakeholder hats and start picking favorites! 18
19 Rounds of voting Vote for 4 metrics each round of voting using the colored dots at your place. 1. Stakeholder lens 2. Ease of collection lens 3. Mission-relevance lens 19
20 Rounds of voting Identify the top metrics (based on total number of votes received) at your table. Share with the larger group which metrics received the most votes or other interesting things you noticed throughout the process. 20
21 6. Next steps Please.. try this at home! 21
22 Next steps to complete your scorecard Compile results based on responses 22
23 Next steps to complete your scorecard Complete these exercises with your management team and create a draft scorecard with the results Identify the following for each metric: Commonly agreed upon definition Targets or acceptable ranges Best way to visualize (chart, graph, checklist, other?) Add the visuals to your draft scorecard Review with the board- change where needed Implement and continue to tweak 23
24 Kelsey Luers Senior Consultant cliftonlarsonallen.com twitter.com/ CLA_CPAs facebook.com/ cliftonlarsonallen linkedin.com/company/ cliftonlarsonallen 24
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