Introduction

1. Welcome toBALANCED SCORECARDA Homerun Presented by: Kids Central, Inc. August 10th, 2009

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3. 3 Agenda Privatization in Florida What is the Balanced Scorecard? What was the need for the Balanced Scorecard? How does the Balanced Scorecard work? Strategy maps Implementing the Balanced Scorecard Kids Central�s Balanced Scorecard How the Balanced Scorecard relates to accreditation Questions

4. 4 1996 � Florida Legislature passes legislation to begin privatization of child welfare services for the Department of Children and Families (DCF) 2003 � Kids Central awarded transition contract to provide child welfare services in the DCF Circuit 5 five-county area (Lake, Marion, Hernando, Citrus, and Sumter Counties) 2004 � Kids Central signs �service contract� to serve as the lead community-based care agency in Circuit 5 and becomes responsible for the provision of protective, foster care and adoption services for at-risk children and families identified by Child Protective Investigators in the District 2005 � Kids Central serving more than 4200 children and their families December, 2005 � Kids Central transitions from a provider-based board to a community-based board of directors 2006 � Kids Central Implements Initial Performance-Based Contract for Case Management Services with Case Management Agencies (CMAs) Privatization in Florida

5. 5 Under Privatization: Florida Department of Children and Families Abuse hotline Investigations Contractual oversight Kids Central Lead Agency Circuit 5 Child placement Foster parent licensing Independent living Adoption subsidy Kinship Care and other prevention services Quality Management Case Management Agencies under contract with Kids Central in Circuit 5 LifeStream Behavioral Center (Lake) Camelot Community Care (Marion & Hernando) The Centers (Marion & Citrus) Children�s Home Society of Florida (Sumter � Dependency & Adoptions) Geographically District 13 includes Citrus, Hernando, Lake, Marion & Sumter County On a monthly basis we serve approximately 2200 in out-of-home care Rural area Largest County is Marion Largest City is Ocala � Population � around 50,000 Drop in numbers - Geographically District 13 includes Citrus, Hernando, Lake, Marion & Sumter County On a monthly basis we serve approximately 2200 in out-of-home care Rural area Largest County is Marion Largest City is Ocala � Population � around 50,000 Drop in numbers -

6. 6 Kids Central�s Mission & Vision Kids Central�s mission is to: Develop and manage a child-centered community-based system of care for abused, neglected and abandoned children and their families Strengthen families and prevent them from entering the child welfare system Institute improvements that will help our community meet and exceed federal and state requirements related to safety, permanency and well-being for the children we serve and their families Kids Central�s vision is to: be the most effective and well-known lead agency for community-based care provide child-centered practices which strengthen families and help to create, support and maintain a safe environment for children build on strengths of existing services and develop a more effective system of care

7. 7 Kids Central has utilized the Balanced Scorecard for four years The Balanced Scorecard has helped the organization in many ways We are not Balanced Scorecard experts, but would like to share our experience

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11. 11 Uses for the Balanced Scorecard Performance Measurement System � performance is measured from several perspectives, customer, internal process, learning and growth, and financial. Strategic Management System � elements of the strategic plan become the focus of performance measurement. Communication Tool � the strategic plan and progress made towards the strategic goals get communicated throughout the organization.

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41. 41 Senior management and Directors participated in all day leadership team meetings Workgroups created and each team was tasked with identifying strategy map Senior Management represented the voice of the Board in the meetings Developing Kids Central�s Balanced Scorecard

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43. 43 Focus on Prevention

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45. 45 Maintain & Expand COA Certification

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47. 47 Reward Individual Initiative and Enforce Accountability

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49. 49 Excel in Financial Stewardship

50. 50 Accountability - Champions for each measure were selected; it is the Champions responsibility to guide and provide progress reports to all staff. Staff Participation - Champions recruited staff for small workgroups, but all staff were encouraged to participate on a workgroup that interested them. Communication to all levels is key - it is important to communicate with all staff to explain the process, reason, benefits to the organization and staff, timetables and level of involvement needed from staff. The Champion provides updates on the progress quarterly at the All Staff Meetings and to the Balanced Scorecard Team monthly. A Balanced Scorecard information and display area was set up to allow all employees to follow the progress of each objective. You Have the Balanced Scorecard Now What?

51. 51 Presentation Area

52. 52 Benefits and Lessons Learned

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55. 55 Short-term versus Long-term Benefits Although short term results are achieved, the full benefit of the Balanced Scorecard is realized over time. Details, Details, Details Be sure to spend time training staff on the components of the Balanced Scorecard. The Strategy Map�A critical element

56. 56 Commitment is Key Staff must see commitment demonstrated at the top level of the organization in order to commit themselves to the Balanced Scorecard. Eliminate Doubts Measures must be objectively measurable Setting Targets: Is it a Stretch or is it Unrealistic?

57. 57 Healthy Debate and Focus Although input is needed from everyone, a team leader must keep the discussion on track. Uninterrupted Time Meeting offsite helped everyone to stay focused on the big picture, not just the issue of the day. Mistakes and Growth Starting the Scorecard with a small group helped us work out the kinks. A good cascading plan is also essential.

58. 58 Scorecard in daily fabric of the organization. Identifying Champions is one way to assure that the Scorecard stays at the center of daily activities Expert Help

59. 59 Visuals Progress Reports and other visual aids help to keep staff informed and enthusiasm alive.

60. 60 The Relationship Between the Balanced Scorecard and Accreditation

61. 61 In order to begin the accreditation or Balanced Scorecard process, it was necessary to conduct an organizational wide assessment Identify organizational strengths Identify critical success factors Identify what challenges need to be addressed Identify areas that are in need of development/improvement First Things First

62. 62 The Balanced Scorecard enhances COA�s philosophy that, �accreditation is not an end but a means to an end. The real endpoint is an organization�s enhanced growth and stability, an unwavering commitment to the health, safety and rights of clients, and measureable results.�

63. 63 Sound governance increases the organization�s viability and sustainability Scorecard demonstrates that the Board of Directors has set a strategic plan and performance goals and is monitoring the organization�s progress towards the plan and goals. Scorecard is a core management tool � ownership lies with the entire leadership team. Scorecard is a performance management system � enables organizations to clarify vision/strategy and translate into action. Scorecard captures both leading and lagging performance measures � provides a balanced view of company performance. Scorecard allows organizations to demonstrate public accountability to standards of excellence and transparency in reporting. Enhancing Organizational CapacityThe Balanced Scorecard as evidence of Governance

64. 64 An organization-wide Performance and Quality Improvement program advances efficient, effective service delivery and achievement of strategic and program goals Scorecard is designed to align corporate goals and performance rewards utilizing both financial and non-financial. Scorecard cuts across disciplines, turning functional silos on their sides. Scorecard strikes a balance between short and long term objectives, financial and non-financial measures, external and internal performance perspectives. Efficient, Effective Service DeliveryThe Balanced Scorecard as evidence of PQI

65. 65 THE FUTURE Florida Department of Children and Families is considering creating a statewide Balanced Scorecard including child welfare services Kids Central is considering creating a Balanced Scorecard that is cascaded to our subcontracted case management agencies

66. 66 Neither the Balanced Scorecard or Accreditation are overnight processes Both require ongoing commitment, planning, maintenance and refinement With proper commitment, both processes make your organization focused, efficient, organized and better prepared for success.

67. 67 THANK YOUQuestions?