BALANCED SCORECARD.ppt

DEPARTMENT OF ENERGY PROCUREMENT SYSTEMDEPARTMENT OF ENERGY PROCUREMENT SYSTEMFY 2002BALANCED SCORECARD :- DOE-wide Performance Measures - Related MA-5 Management InitiativesBalanced Scorecard Methodology•The BSC is a structured approach to performance measurement and performance management that links the organization’s strategic thinking to the activities necessary to achieve desired results•The BSC is a vehicle for communicating an organization’s strategic direction and for measuring achievements towards these predetermined objectives •The BSC clearly establishes linkage between strategic objectives, the measures for determining progress, the stretch targets established, and the focused initiatives needed to move the organization forward to meet those organizational goals2Balanced Scorecard Methodology•The BSC utilizes Department-wide measures plus individually tailored local measures to achieve the Procurement Executive’s strategic goals•Results of BSC measurements provide decisionmakers with critical information on: (1) the efficiency with which resources are transformed into goods and services; and (2) the effectiveness of organizational activities and operations in terms of their specific contributions to strategic objectives •The BSC is a key part of the Procurement Executive’s performance plan, and is a critical element in MA-5’s SES performance assessments•In FY 2002, MA-5 continues to assign accountability to individual staff by flowing down the BSC to individuals and teams.3 MISSIONTo provide acquisition and assistance services tosupport accomplishment of the Department’sprogrammatic goals and objectives. STRATEGYTo change the present system’s culture, managementsystems, and line processes consistent with theprinciples of Quality Management, in order to establish and maintain: a customer focus, a sense ofurgency, continuous and breakthrough processimprovement, and an emphasis on results. VISIONTo deliver on a timely basis the best value productor service to our customers while maintainingthe public’s trust and fulfilling public policy objectives.DOE Procurement System4Strategic ApproachProcess AnalysisProcess AnalysisBenchmarkingBenchmarking Workforce PlanningWorkforce PlanningCustomer-focusCustomer-focus5 FINANCIALFINANCIALTo Succeed Financially, HowTo Succeed Financially, HowDo We Contribute to theDo We Contribute to theBottom-line?Bottom-line?MISSIONVISIONSTRATEGY LEARNING ANDLEARNING AND GROWTHGROWTHTo Achieve Our Vision, How To Achieve Our Vision, How Will We Sustain Our Ability Will We Sustain Our Ability To Change And Improve?To Change And Improve?CUSTOMERCUSTOMERTo Achieve Our Vision,To Achieve Our Vision,How Must OurHow Must OurCustomers View Us?Customers View Us? INTERNAL BUSINESSINTERNAL BUSINESS PROCESSESPROCESSESTo Satisfy Our StakeholdersTo Satisfy Our Stakeholdersand Customers, What Business and Customers, What Business Processes Must We Excel At?Processes Must We Excel At?Balanced Scorecard Strategic Perspectives6 LEARNING AND GROWTH- Access to Strategic Information- Employee Satisfaction- Organization Structured for Continuous Improvement- Quality Workforce FINANCIAL- Optimum Cost Efficiency of Purchasing Operations; Cost Reasonableness of ActionsMISSIONVISIONSTRATEGY CUSTOMER- Customer Satisfaction- Effective Service/Partnership INTERNAL BUSINESS PROCESSES- Acquisition Excellence- Most Effective Use of Contracting Approaches- Streamlined Processes- On-Time Delivery- Supplier Satisfaction- SocioeconomicsBalanced ScorecardPerformance Objectives7Balanced ScorecardPerformance Measures, Performance Targets, & Management Initiatives8BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE9BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE10BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE11BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE12BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESCUSTOMER PERSPECTIVE13BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE14BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE15BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE16BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE17BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE18BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE19BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE20BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE21BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESINTERNAL BUSINESS PERSPECTIVE22BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESLEARNING AND GROWTH PERSPECTIVE23BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESLEARNING AND GROWTH PERSPECTIVE24BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESLEARNING AND GROWTH PERSPECTIVE25BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESLEARNING AND GROWTH PERSPECTIVE26BALANCED SCORECARDPERFORMANCE MEASURES, PERFORMANCE TARGETS AND MANAGEMENT INITIATIVESFINANCIAL PERSPECTIVE27 GLOSSARYBSC Balanced ScorecardCPSR Contractor Purchasing System ReviewCR-80 Office of Construction and Engineering Management (OECM)FFRDC Federal Financed Research and Development CentersFIMS Facilities Information Management SystemFMC Field Management CouncilICPT Integrated Contractor Purchasing TeamM&O Management and OperatingOFPP Office of Federal Procurement PolicyPBI Performance Based IncentivesPC-1 Office of Contract Reform and Privatization SCOffice of ScienceS-2 Office of the Deputy Secretary28。