Tie Actions and expenses to mission-serving strategies.
http://www.flickr.com/photos/phploveme/2997473310/Using the balanced scorecard, we can identify the areas we need to plan for. The basic concept is that you can’t make any one particular area work without investment in the others. Especially note that one of the areas is Innovation and Learning, which we might also call training. You can’t NOT invest in training. It’s vital, especially when it comes to technology. In other words, you can invest like crazy in a new system to better interface with your clients, but unless you invest in training your staff to use it, it’s useless.
So these are the kinds of items we want to put into a plan, but they are not the plan itself. What goes into a plan?
The Balanced Scorecard<br />http://www.flickr.com/photos/phploveme/2997473310/<br />
Balanced Scorecard Examples<br />Constituent Strategies:<br />Starting a newsletter to inform or engage constituents<br />New classes for job-seekers<br />Mobile website design to increase access to information on your site<br />
Balanced Scorecard Example<br />Internal Business Strategies<br />Replacing analog phones with VOIP<br />Instituting a new Purchase Order process<br />New Accounting software<br />
It’s Not That EASY!<br />Plan for the short and the long term simultaneously<br />Know what you want to accomplish 2, 3 or 5 years out<br />Prepare for it to change<br />While also working towards it<br />
Benefits of Looking Forward<br />Spread out recurring costs, space out large projects for less cyclical expenses<br />Road map for system upgrades/replacements makes things smoother and fosters adoption<br />Large projects can be planned for in ways that make it easier for everyone<br />
Know How to Decide<br />http://www.flickr.com/photos/mcleod/4150969115/<br />