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Overview of the Balanced Scorecard at Rare February 2012

Overview of the Balanced Scorecard at Rare February 2012. Balanced Scorecard Basics. Communicates the organizational objective (mission) Key outcomes Financial measures Customer measures Process Measures Organizational Learning & Growth Articulates key objectives for success

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Overview of the Balanced Scorecard at Rare February 2012

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  1. Overview of the Balanced Scorecard at Rare February 2012

  2. Balanced Scorecard Basics • Communicates the organizational objective (mission) • Key outcomes • Financial measures • Customer measures • Process Measures • Organizational Learning & Growth • Articulates key objectives for success • Articulates potential required resources • Ideally links organizational strategy to divisional strategy to personal objectives Thanks to Ascendant Strategy for key parts of this presentation.

  3. Rare’s Strategy Map How We Fulfill Our Mission Influencing behavior to protect biodiversity Reduce threats and improve Conservation results Build Local Capacity Change Constituency attitudes and behaviors Dramatically Expand Fundraising and Organizational Capacity

  4. Cascading Approach for Rare There are three levels to which the BSC should be cascaded at Rare: Source: Barnaby S. Donlon, “Building a Cascading Program,” Balanced Scorecard Report, July-August 2003

  5. Rare Objectives and Measures

  6. Example of Department's Objectives and Measures

  7. Types of Strategy Review Meetings

  8. Operational ReviewsKeys to being successful • Short, Frequent, and Data-driven • Translate the importance of the data to the people in the meeting • Why is this important to the organization? • What are we doing to improve the information? • Make people accountable • Like strategy meetings, track decisions and actions and review at the next meeting • Consider a carrot/stick approach • May not have to be bonus related, since these are typically job responsibilities • Sometimes recognition alone works

  9. Questions? Contact Daniel Hayden

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