1b – dash boards, balanced scorecards and kpis

“... but does it work in theory?”

INTRODUCTION

Programme (2)

Why (10) – AlanHow (5) – RobWhat (10) – RobTake home messages (5) – Alan &

RobDiscussion (10)

“... but does it work in theory?” (1)

This is us (3)Net income £90m (2012/13)Staff circa 2,100Volunteers 1.1m hours paMembers 1.1mNature Reserves 213Visits 2.5m pa Internationally via BirdLifePresident Miranda

Krestovnikoff

Our challenge (4)

SETTING STRATEGY

RSPB Vision (2)

Allowing freedom to think (1)

RSPB Mission (3)

RSPB’s Strategy Map (4)

...is a world richer in nature.

...by 2020 the RSPB will inspire a

world richer in nature.

MAKING IT HAPPEN

Strategy Resource Office (2)

Rover SD1 (1)

The Big Picture (3)

THE BALANCED SCORECARD

Figuring out what matters (2)

RSPB’s Strategy Map (1)

BSC; a great value tool! (3)

RSPB’s Balanced Scorecard (4)

OVER TO ROB GEORGE

The Scorecard is used to review our results internally and to help plan our workIt is the primary means for informing our TrusteesIt is used as the basis for our Annual Review

Choosing a model

Models/Framework Background Key features

The Balanced Scorecard

Norton and Kaplan (1992)

Measure performance against strategy

The EFQM Business Excellence Model

European Foundation for Quality Management (1996)

Measure performance through quality management

The Performance Prism

Cranfield School ofManagement (2000) Stakeholder satisfaction

TNC Family of Measures

The Nature Conservancy (2001)

Measures to assess organisational performance

Developing our scorecard

Learn – find out what other organizations are doingListen – interviews with Board and TrusteesCo-create – cross-functional group devised the perspectives and the outcomes: our strategy mapInvest – understand what can be measured in association with our outcomes and develop the data and visualizations needed to track progressIdentify – there is an owner for each of our outcomesResearch – understand the impact of introducing the tool

The perspectives – our strategic objectivesThe outcomes – sixteen core elements of the strategy

Against each outcome, a measure, or set of measuresFor each measure, a visual representation of current performance, the current year target, and the long term targetAnd a rating, with direction of travel

We are also developing indications of tolerances for each measure, and we will be showing history using ‘sparklines’

Take home messages:

• Be very clear about why you want it – communication, alignment, resource allocation, motivation (man on moon)

• Perfection is the enemy of good• What is it replacing?• Invest in securing buy-in• Senior sponsorship• Challenge accepted wisdom

QUESTIONS & DISCUSSION