"The Mission, Vision and You…A Roadmap to Success"

1. "The Mission, Vision and You…A Roadmap to Success" AMEDDC&S Balanced Scorecard “Inspiring Trust"

2. TSG Guidance for Balanced Scorecard 20 Dec 07—Army Surgeon General, LTG Schoomaker memo to Major Subordinate Commands. “Use the BSC as a guide in all command and management functions with conscious disciplined application, it truly works!”

3. The Balanced Scorecard

4. Why the Balanced Scorecard? • Introduced in 1990s by Kaplan and Norton • Limitations of financial measurements alone • Tangible assets no longer serve as the primary driver of organizational value and success • Financial measures are predominately lag measures • Bulk of today’s organizational value driven by: • Employee knowledge and skills • Customer relationships • Cultures of innovation and change Adapted from Balanced Scorecard Step-By-Step for Government and Nonprofit Agencies by Paul Niven, 2003

5. Strategy Balanced Scorecard Strategy = Doing the right things Operations = Doing things right Change = Doing things differently Operations Change

6. What is a Balanced Scorecard? • Strategic planning and management system • Decision-making and communication tool • Provides disciplined framework for planning and measuring strategy • Uses performance measures to monitor strategy execution and make better strategic decisions

7. BSC is comprised of • Strategy Map • Visual/graphic representation of our strategy • Quick look at our strategic priorities in the form of strategic objectives (“bubbles” on the map) • Scorecard • Developed from the strategy map • Translates our strategic objectives into a comprehensive set of performance measures and targets • Provides the framework for our strategic measurement and management system

8. Strategy Map

9. Scorecard

10. How We Got Here 3 Jan 08--MG Czerw and executive leaders conduct Strategic Offsite. • Conducted SWOT Analysis and identified AMEDDC&S Customers and Stakeholders. • Developed new Mission and Vision Statements, and Strategic Themes.

11. SWOT Analysis

12. SWOT Analysis • Strengths: (These are internal to your organization) • What are your advantages? • What do you do well? • What are your core competencies? • Weaknesses: (These are internal to your organization) • What could be improved? • What is done badly? • What conditions lead to poor performance? • Opportunities: (These are external to your organization) • Where are the outside conditions that you can turn to your advantage? • What are the interesting trends? • Threats: (These are external to your organization) • What obstacles do you face? • What is your competition doing? • Are the required specifications for your job,products or services changing?

13. Assessment - SWOT Analysis Internal External

14. Mission and Vision

15. Characteristics Of A Good Mission Statement Who we are and what we are about. “Our Mission is to provide (serve) . . . Just a few sentences in length. No more than a short paragraph Defines why our organization exists Reflects our purpose Can incorporate specific features of our organization (e.g. products or services, markets or community served, uniqueness)

16. Characteristics Of A Good Vision Statement Should describe where we want to be in the future (typically 3-5 years from now). “Our Vision is to become (achieve). . . . “ A picture of the future Brief and easy to understand. Usually one sentence Success can be measured and progress tracked Can be a goal or target (e.g., Starbucks 1998 Vision “2000 Stores in the Year 2000”) Should be an emotionally inspiring statement of future success

17. Loyalty Personal Courage Duty Integrity Respect Selfless-Service Honor AMEDDC&S Balanced Scorecard Mission: We envision, design and train a premier military medical force for full spectrum operations in support of our Nation Vision: To be the foundation on which the AMEDD is built, sustained and transformed. AMEDD Readiness Starts Here

18. Customers and Stakeholders

19. Customers and Stakeholders A Stakeholder is anyone who has an interest in the outcome of our organization. A Customer is a direct beneficiary of our organization's products and services. . . . Customers are Stakeholders who benefit directly.

20. Customers (Our key Customers will become apparent) Students COCOMS DoD Big Army Warfighters Soldier Medics Beneficiary(ies) Operational Commanders/TDA/TOE Corps (AMEDD) • Officer • Enlisted • Civilian Family Members/Retirees Allied Nations Military Medical Community (MRMC/MEDCOM) Service members US Government Interagencies International Partners MTFs FSH/AMEDDC&S Students and Soldiers Army TOE/TDA units

21. Stakeholders (our key Stakeholders will become apparent) The Nation Local Community The Services DA Army Vice Chief Internal Staff MHS Parents of Trainees R&D Community TSG/MEDCOM Private Sector • Contractor • Universities DoD Civilian and Staff Employees American Public TRADOC VA Private Industry Medical Business Community COCOMS Taxpayers

22. Strategic Themes

23. Strategic Themes “Pillars of Excellence”-----In what must we excel in delivering value? (Achieving Mission; Meeting Customer Needs) Strategic Theme # 1 Strategic Theme # 3 Strategic Theme # 2 Strategic Theme # 4

24. Example of Strategic Theme and Results Mission: We envision, design and train a premier military medical force for full spectrum operations in support of our Nation Vision: To be the foundation on which the AMEDD is built, sustained and transformed. Strategic Themes: Realizing Employee Potential Embrace Change Management Operational Excellence Excellence In Products and Services Strategic Result: Complete portfolio of products and assessment to ensure we meet the training needs of our customers.

25. Loyalty Personal Courage Duty Integrity Respect Selfless-Service Honor AMEDDC&S Balanced Scorecard Mission: We envision, design and train a premier military medical force for full spectrum operations in support of our Nation Vision: To be the foundation on which the AMEDD is built, sustained and transformed. AMEDD Readiness Starts Here Strategic Themes: Excellence in Products and Services Strategic Result: Complete portfolio of products and assessment to ensure we meet the training needs of our customers. Realizing Employee Potential Strategic Result: A sought after place to work where learning and development support each employee in realizing their full potential. Embrace Change Management Strategic Result: Effective communication and implementation of innovation and improvements. Operational Excellence Strategic Result: Seamless, effective, aligned services to maximize time and resources.

26. Perspectives

27. Private Sector Financial Customer Stakeholder Shareholder Business Processes Internal Processes Learning and Growth Public Sector/Government Customer Customer/Stakeholder Financial Financial Stewardship Business Processes Internal Processes Organizational Capacity People and Tools Learning and Growth Perspectives Normally there are four perspectives and they are arranged in order to fit the organization type.

28. Balanced Scorecard Perspectives

29. AMEDDC&S Balanced Scorecard Perspectives Customer/ Stakeholder Financial Stewardship Internal Processes Organizational Capacity

30. Strategic Objectives

31. Strategic Objectives What is the “result” (outcome or output) that we intend to accomplish? They are the “bubbles” on the Strategy Map Should be “verb-object” form: Improve Health Increase Work Efficiency Should indicate what a good result is: Improve Increase Decrease Enhance Optimize

32. Strategic Objective Characteristics Building blocks (our strategy DNA) Action oriented Continuous improvement potential Easy to understand; simple and short Must include commentary Not projects or “on-off” switches Examples of some “not so good” Objectives “Write a Strategic Plan” (try “Improve Employee Understanding of our Strategic Direction”) “Train all Employees” (try “Improve Employee Knowledge and Skills”)

33. Strategic Objective Every Strategic Objective must have an Objective Definition or Commentary. Optimize Employee Recognition Maximize employee recognition through a revitalized, well-published awards system that encourages innovation, increases morale, and results in high-quality work.

34. Strategic Objective Every Strategic Objective must have an Objective Definition or Commentary. Inspire Trust in Products and Services Improve our image, market what we do, present a positive image to both the medical and non-medical community.

35. Strategic Objective Every Strategic Objective must have an Objective Definition or Commentary. Encourage Innovation Foster a working climate that empowers employees to develop innovative solutions and seek improvements which positively impact the organization.

36. Performance Measures

37. Focus On Results….Not Just Efforts Democratic National Committee (2001-2005) Raised more than $500 million Built a new Headquarters Trained 25,000 precinct captains Mobilized 230,000 volunteers Knocked on the door of more than 11 million homes Made 38 million phone calls • But: • Lost 8 seats in the U.S. House of Representatives (from 212-204) • Lost 6 seats in the U.S. Senate (from 50-44) • Lost the Presidential Election

38. Performance Measures Monitor Strategic Progress Objective Measures will be based on a Strategic Objective • Good Performance Measures: • Tied to Objectives and are defined in terms of owner, unit of measure, collection frequency, data quality, targets and thresholds • Validated to ensure measurement of the right things • Verifiable to ensure data collection accuracy • Provide useful management information

39. Business Intelligence Value of Different Performance Measures Outcome (e.g., customer retention, profitability, organization value/impact) Intermediate Outcome (e.g., customer satisfaction, sales, employee development/knowledge gain) Output (e.g., number of customers booked, items sold, parking tickets issued) Process (e.g., efficiency—output/input, cycle time) Input (e.g., FTE’s, budgeted amount, number of computers) Project (e.g., accomplishment of scheduled tasks, resources used) Increase In Business Intelligence Value

40. Targets

41. Establish Targets Should not be arbitrary! Should be based on some knowledge of process/program capability (baseline) Should reflect best practices (benchmark) Should reflect needs of those who benefit (customer requirement) May include “stretch targets” that test the organization Targets are the desired values of performance for the reporting period in question

42. Initiatives

43. Strategic Initiatives Make Strategy Actionable Objective • Good Strategic Initiatives: • Tied to Objectives and are defined in terms of owner, schedule, actions steps, progress, and expected results • Are often programs or projects that solve a significant organizational pain • Are wide-reaching (i.e. they affect the entire organization) • Can be short-term (a few months) or long-term (a year or more)

44. Example: Strategic Initiative

45. Characteristics Of A Good Strategy Map Tells a story of how value is created Shows the logical connection (“cause-effect”) among Strategic Objectives Shows an upward flow of value creation from performance objectives to results objectives Constructed using “if-then” logic

46. Inspire Trust in Products and Services Customers/ Stakeholders Improve Employee Satisfaction Improve Customer Satisfaction Reward Stewardship Optimize and Diversify Resources Financial/ Stewardship Improve Access to Products and Services Improve Change Management Enhance Communication Improve Joint Integration Optimize Employee Recognition Increase Organizational Efficiency and Standardization Internal Processes Enhance Medical Training and Force Development Improve Knowledge Management Encourage Innovation Organizational Capacity Improve Organizational Alignment Increase Understanding of Duties/Responsibilities Improve Training and Working Environment Optimize Employee Education and Training

47. Cascading

48. Army Medicine Strategy Map - Promote, Sustain and Enhance Soldier Health - Train, Develop and Equip a Medical Force that Supports Full Spectrum Operations - Deliver Leading Edge Health Services to Our Warriors and Military Family to Optimize Outcomes Mission April 2008 America’s Premier Medical Team Saving Lives and Fostering Healthy and Resilient People Army Medicine…Army Strong! Vision Maximize Value in Health Services Provide Global Operational Forces Build the Team Balance Innovation with Standardization Optimize Communication and Knowledge Management Strategic Themes SUSTAIN PREPARE RESET TRANSFORM Patient/Customer/ Stakeholder ENDS CS 1.0 Improved Healthy and Protected Families, Beneficiaries and Army Civilians CS 2.0 Optimized Care and Transition of Wounded, Ill, and Injured Warriors CS 3.0 Improved Healthy and Protected Warriors CS 4.0 Responsive Battlefield Medical Force CS 5.0 Improved Patient and Customer Satisfaction CS 6.0 Inspire Trust in Army Medicine IP 15.0 Leverage Research, Development and Acquisition IP 12.0 Implement Best Practices IP 13.0 Build Relationships and Enhance Partnerships Internal Process IP 10.0 Optimize Medical Readiness In Support of IP 7.0 Maximize Physical and Psychological Health Promotion and Prevention IP 8.0 Improve Quality, Outcome-Focused Care and Services IP 9.0 Improve Access and Continuity of Care WAYS IP 16.0 Synchronize Army Medicine to Support Army Stationing & BRAC IP 14.0 Improve Internal and External Communication IP 11.0 Improve Information Systems Feedback Adjusts Resourcing Decisions The Army Family Covenant Learning and Growth LG 17.0 Improve Recruiting and Retention of AMEDD Personnel LG 18.0 Improve Training and Development LG 19.0 Promote and Foster a Culture of Innovation LG 20.0 Improve Knowledge Management MEANS R 22.0 Optimize Lifecycle Management of Facilities and Infrastructure R 21.0 Optimize Resources and Value R 23.0 Maximize Human Capital Resource This is a dynamic, living document For more information go to: https://ke2.army.mil/bsc

49. Current AMEDDC&S Strategy Map

50. - Promote, Sustain and Enhance Soldier Health - Train, Develop and Equip a Medical Force that Supports Full Spectrum Operations - Deliver Leading Edge Health Services to Our Warriors and Military Family to Optimize Outcomes Mission America’s Premier Medical Team Saving Lives and Fostering Healthy and Resilient People Army Medicine…Army Strong! Vision Maximize Value in Health Services Provide Global Operational Forces Build the Team Balance Innovation with Standardization Optimize Communication and Knowledge Management Strategic Themes SUSTAIN PREPARE RESET TRANSFORM Patient/Customer/ Stakeholder ENDS CS 1.0 Improved Healthy and Protected Families, Beneficiaries and Army Civilians CS 2.0 Optimized Care and Transition of Wounded, Ill, and Injured Warriors CS 3.0 Improved Healthy and Protected Warriors CS 4.0 Responsive Battlefield Medical Force CS 5.0 Improved Patient and Customer Satisfaction CS 6.0 Inspire Trust in Army Medicine IP 15.0 Leverage Research, Development and Acquisition IP 12.0 Implement Best Practices IP 13.0 Build Relationships and Enhance Partnerships Internal Process IP 10.0 Optimize Medical Readiness In Support of IP 7.0 Maximize Physical and Psychological Health Promotion and Prevention IP 8.0 Improve Quality, Outcome-Focused Care and Services IP 9.0 Improve Access and Continuity of Care WAYS IP 16.0 Synchronize Army Medicine to Support Army Stationing & BRAC IP 14.0 Improve Internal and External Communication IP 11.0 Improve Information Systems Feedback Adjusts Resourcing Decisions The Army Family Covenant Learning and Growth LG 17.0 Improve Recruiting and Retention of AMEDD Personnel LG 18.0 Improve Training and Development LG 19.0 Promote and Foster a Culture of Innovation LG 20.0 Improve Knowledge Management MEANS R 22.0 Optimize Lifecycle Management of Facilities and Infrastructure R 21.0 Optimize Resources and Value R 23.0 Maximize Human Capital Resource For more information go to: https://ke2.army.mil/bsc This is a dynamic, living document