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Performance Recognition Program

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performance recognition program * – PowerPoint PPT presentation

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Title: Performance Recognition Program


1
Performance Recognition Program
2
What is Scoutings Journey to Excellence?
  • Journey to Excellence is the new performance
    recognition program for councils, districts, and
    units that aligns recognition with the National
    Strategic Plan.
  • Using a balanced approach and key performance
    indicators to measure performance versus process,
    encourage and reward success, and achieve the
    mission.

3
Why Adopt the Balanced Scorecard?
  • Utilizes state of the art methodology
  • Validates relationships of key performance
    indicators
  • Learn from the experiences of other successful
    organizations
  • Recognizes performance that is in alignment with
    the National Strategic Plan

4
Balanced Scorecard
Quality
Growth
Quality, growth, and sustainability must all be
in balance for success to be truly achieved.
Sustainability
5
Who Uses the Balanced Scorecard Concept?Key
Scouting Volunteers use and are familiar with the
Balanced scorecard.
  • Johnson Johnson
  • Halliburton
  • Hewlett Packard
  • Mastercard
  • Merck Co.
  • Microsoft
  • Pricewaterhouse
  • Proctor and Gamble
  • Verizon
  • American Red Cross
  • And many others
  • American Express
  • Anheuser Busch
  • ATT Mobility
  • Bank of America
  • Caterpillar
  • Consolidated Edison
  • Coors
  • Department of Defense
  • Federal Reserve Bank
  • GE Capital

Research shows all 24 award winning companies all
use balanced scorecards 10 are BSC Hall of Fame
winners
6
What About Common Terms?
  • Leading indicators
  • Lagging indicators
  • Strategy maps
  • Balance scorecard

7
Key Concepts Types of Measures
  • Leading Measures are often referred to as early
    warning measures. For instance, front-log of
    orders in a commercial operation is a predictor
    of next quarters results. YSE/TAY ratio is
    believed to drive market share.
  • Lagging measures or rear-view mirror-based
    measures are most prevalent in the financial
    perspective. Market share is a lagging measure.
    Unrestricted net assets, for instance, records
    the history of what took place last month, last
    quarter, or last year.

8
Together, Strategy Maps and Balanced Scorecards
Form a Strategic Management System and Support a
Strategy-Focused Organization
Strategy Map
Balanced Scorecard
Objectives
Measurement
Strategic ThemeOperating Efficiency
Initiative
Target
Financial
  • Market Value
  • Seat Revenue
  • Plane Lease Cost
  • 30 CAGR
  • 20 CAGR
  • 5 CAGR
  • Profitability
  • More Customers
  • Fewer planes

Profitability
More customers
Fewer planes
Lagging (outputs)
  • FAA On Time Arrival Rating
  • Customer Ranking (Market Survey)
  • Quality management
  • Customer loyalty program
  • 1
  • 1
  • Flight is
  • on-time
  • Lowest prices

Customer
Flight Is on time
Lowest prices
  • On Ground Time
  • On-Time Departure
  • Cycle time optimization
  • 30 Minutes
  • 90

Internal
  • Fast ground turnaround

Fast ground turnaround
Leading (inputs)
  • Ground crew trained
  • Ground crew stockholders
  • ESOP
  • Ground crew training
  • yr. 1 70yr. 3 90yr. 5 100
  • Ground crew alignment

Learning
Ground crew alignment
9
You are the LeaderYour financial results are
yellow, why?What is this strategy map telling
you?Where is the root cause of the
issue?Where would you focus your improvement
team?
What is the value of the Cause and Effect
Strategy Map?
Houston Hobby
Strategic ThemeOperating Efficiency
Financial
Profitability
Lagging (Outputs)
More customers
Fewer planes
Customer
Flight Is on time
Lowest prices
Process
Fast ground turnaround
Leading (inputs)
People
Ground crew alignment
10
YSE/TAY (leading) High Density Rates (lagging)
e
Customers What customer s and needs must we
serve?
Pillar 3 Build Our Brand Cool with Youth,
Recognized and Valued Brand, and Positioned as
Trusted Youth Advisor
Pillar 2 Resources and Finances
Financial "To satisfy our customers, what
financial objectives must we accomplish?
Pillar 1 Impact Participation
Pillar 4 Dynamic Relevant Programs
Pillar 6 Youth Advocacy Strategic Relationships
Process To satisfy our customers, and
stakeholder, in which internal business processes
must we excel?"
Initial analysis shows High YSE/TAY Rates High
Density Rates
P2 Increase Impact Market Share
Pillar 5 Innovation Technology
Pillar 7 Leadership Excellence Culture
Leadership Technology " To achieve our goals,
how must our organization learn and innovate?
LT3 Attract, recruit, develop, reward and retain
talented leadership
11
The quality criteria developed by the task force,
and survey results from a diverse group of unit,
district and council level volunteers and
professionals have been translated into a
Balanced Score Card in alignment with the
National Strategic Plan
Balanced Scorecards (council criteria)
12
Performance Indicator Relationships
Correlation tables were used to set criteria
based on indicator relationship predictability.
In this example of the 100 highest performing
councils in traditional retention a majority also
scored among the highest performing councils in
camping, advancement, density, and district
committee size, so the relationship is
predictive. Correlation tables were run on 20
indicators, including all 17 in the Journey to
Excellence, to assess council health and
sustainability.
13
How Scoutings Journey to Excellence Can Help
Your Council
  • Recognition
  • Incentive for continuous improvement
  • Benchmarking
  • Early warning system of potential issues
  • Non-intrusive no forms to fill dashboard
    self-populating
  • Support for your districts and units through a
    balanced approach
  • Support from the area, region and National
    Council volunteers and staff

14
Two Ways to TravelThree Levels of Recognition
  • Determined Standard (DS)
  • set benchmarks
  • Performance Standard (PS)
  • continuous improvement
  • Gold
  • Silver
  • Bronze

15
Point Scoring(Break points based on 2009 actual
council performance)
  • Gold top 10 council performance
  • Silver top 50 council performance (next 40)
  • Bronze minimum standard to midpoint
  • Key council indicators are worth 200, 100, and
    75 respectively
  • All others are worth 100, 50, and 25 respectively
  • Circuit breaker, positive unrestricted net assets
    in the Operating Fund to achieve overall gold

16
Criteria Areas
  • FINANCE
    Bronze Silver Gold
  • Fiscal Management Maintain positive
    75 100 200
  • unrestricted net assets in the Operating Fund
  • to support annual operating expenses.
  • 2) Fundraising Increase council-generated
    75 100 200
  • net contributions in the Operating Fund over
  • prior year.
  • 3) Endowment Add new permanently 25 50 100
  • restricted gifts to the Endowment Fund.

17
Criteria Areas
  • MEMBERSHIP
    Bronze Silver Gold
  • 4) Membership Impact Increase market 75 100 200
  • share (traditional plus Exploring).
  • 5) Membership/Youth Growth Increase 75 100 200
  • number of registered youth (traditional plus
  • Exploring).
  • 6) Youth Retention Improve retention 75 100 200
  • rate of traditional youth.

18
Criteria Areas
  • PROGRAM
    Bronze Silver Gold
  • 7) Cub Scout Advancement Increase the
    25 50 100
  • percentage of Cub Scouts earning rank
  • advancements.
  • 8) Boy Scout Advancement Increase the
    25 50 100
  • percentage of Boy Scouts earning rank
  • advancements.
  • 9) Cub Scout Camping Increase the percentage
    25 50 100
  • of Cub Scouts attending day camp and/or resident
  • camp.
  • 10) Boy Scout Camping Increase the percentage
    25 50 100

19
Criteria Areas
  • UNIT SERVICE
    Bronze Silver Gold
  • Youth-Serving Executives Maintain or
    75 100 200
  • improve ratio of youth-serving executives
  • to total available youth.
  • 13) Commissioner Service Increase the 25 50 100
  • number of registered commissioners
  • over prior year.
  • Unit Visitations Improve the rate of
    25 50 100
  • Commissioners visits to units.

20
Criteria Areas
  • LEADERSHIP AND GOVERNANCE

    Bronze Silver Gold
  • Council Leadership Have a trained
    25 50 100
  • and engaged executive board.
  • 16) District Leadership Increase the
    25 50 100
  • number of volunteers serving on district
  • committees.
  • 17) Unit Leadership Increase the 25
    50 100
  • number of direct contact leaders who
  • are trained.
  • TOTAL POINTS ALL CRITERIA 725 1150
    2300
  • BREAK POINTS 700 950
    1200

21
Heres how a Balanced Scorecard might be
calculated automatically for a typical Council

  • Bronze Silver Gold
  • Fundraising 50 100 200
  • Fiscal Management 50 100 200
  • Endowment 25 50 100
  • Membership Impact 50 100 200
  • Membership/Youth Growth 50 100 200
  • Retention 50 100 200
  • Cub Scout Advancement 25 50 100
  • Boy Scout Advancement 25 50 100
  • Cub Scout Camping 25 50 100
  • Boy Scout Camping 25 50 100
  • Community Service 25 50 100
  • Youth Serving Executives 50 100 200
  • Commissioner Service 25 50 100
  • Unit Visitations 25 50 100
  • Council Leadership 25 50 100
  • District Leadership 25 50 100
  • Unit Leadership 25 50 100

Total is 1025 points. Since Silver is 950 and
Gold is 1200, this council qualifies for Silver.
22
Future Measures
  • Voice of the Customer (VOC) youth survey ratings
    age appropriate- including Net Promoter Score
    (NPS)
  • VOC parents (NPS)
  • VOC council (NPS)
  • VOC chartering organizations (NPS)
  • VOC camper (NPS)
  • Diversity indicator
  • Innovation

22
23
District and Pack Criteria
24
Program Implementation Handout
25
Journey To Excellence Dashboard
  • The Journey to Excellence Dashboard will
    recognize progress and medal achievement.
  • Will be available on MyBSA and MyScouting.org
  • JTE Service Hours recording site being built.

Each user would default to the view based on
their role level.
26
Thank You
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