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  Using the Balanced Scorecard to Effect Major
and Lasting Change

Undergoing change is an integral part of the journey organizations must take to achieve greater levels of performance. To generate positive results, change has to be managed and controlled. Through the Balanced Scorecard (BSC), the impact of change can be understood and the path to sustainable organizational performance can be planned. In this session, you will learn how Duke Children’s Hospital uses the BSC to manage change in a way that will yield breakthrough results.

Dr. Jon Meliones
Chief Medical Doctor, Duke Children’s Hospital & Health Center

Richard Ballard
Chief Operations Officer, Duke Children’s Hospital & Health Center



  Aligning the Workforce to Organizational Strategy

Individuals are the crucial component in the organization’s ability to execute strategy. While organizational executives and managers are responsible for creating strategy and communicating it to employees, the individuals are responsible for bringing the strategy to life through their daily activities. Through making strategy relevant to the daily jobs of employees, managers can effectively develop an understanding amongst individuals of how their efforts contribute to organizational progress. In this session, you will learn how the FBI uses performance management to enable managers to align individuals to strategy and drive them to higher levels of performance.

David Schlendorf
Policy and Planning, Federal Bureau of Investigation (FBI)



  Creating Alignment between Foundations, Donors, and Grantees

While performance measurement and assessment account for many of the activities that make up a nonprofit organization’s performance management program, communication is essential in creating the alignment or cooperation that is needed to execute strategy. The Balanced Scorecard (BSC) and other proven performance management tools drive the communication process and break strategic objectives down to terms that all organizational stakeholders can understand. Through this method of facilitation, the donors, grantees, and other external stakeholders of your organization can gain exposure to your mission, vision, and purpose. In this session, you will learn how the Public Health Foundation uses performance management to inspire the cooperation and
ensure the alignment of donors, grantees, and other external stakeholder to your strategy.

Ron Bialek
MPP, President, Public Health Foundation



  Succession Planning: Filling the Void of Retiring Baby-Boomers

With the retirement of the baby-boomer generation from the public sector workforce, the pressure is on government agencies to fill the important mission-driven positions left open by recently retired professionals. As the baby-boomer generation has begun retiring from the public sector, the need to execute an effective succession plan has reached the highest possible levels. Through integrating succession plans into the organizational performance management system, succession planning efforts can be linked directly to strategy and enable the organization to prioritize these activities. Succession planning
can receive attention through its integration with the organizational strategic execution efforts. In this session, you will learn how to overcome succession planning pressures through using performance management.

Jeff Risinger
Associate Executive Director, Office of Human Resources,
U.S. Securities & Exchange Commission