Course Overview
This course focuses on the development and maintenance of strategic management systems in governments at all levels, with case studies, examples and hands-on exercises focused on governmental and nonprofit organizations.  Topics covered by the course include:

• A new approach to strategic planning that incorporates change management and performance measurement to ensure that strategies get implemented and the organization learns what works
• Basic concepts of the public sector (government or nonprofit) balanced scorecard and how it can be used to improve organization performance
  How to use the balanced scorecard to meet GPRA, PMA and PART requirements
• How to build and implement an effective strategic management system based on the balanced scorecard using our award-winning public sector nine-step methodology
• How to develop strategy maps and meaningful performance measures for monitoring organization strategy and processes
• How to select balanced scorecard software that can help manage your organization's data and turn it into performance information
• Recommendations for aligning strategies, programs and services
  How a scorecard system can drive a performance-based budget and employee accountability.

Who Should Attend 
This course is recommended for executives, managers, planners and analysts at all levels of Federal, State, Provincial and local governments who are seeking to become internal facilitators or change agents to help improve organizational performance.

Course Benefits 
You will understand the key concepts of the balanced scorecard, and why it is gaining so much attention in corporate and governmental organizations. You will learn a systematic, nine-step methodology for building and implementing the balanced scorecard, based on the performance management theory developed at Harvard University and our international balanced scorecard consulting experience. You will receive a Performance ToolkitTM with worksheets for each step of the methodology.

Challenges typically faced by government planners will be discussed, based on the decades of experience of the instructors. Also, you will have an opportunity to discuss your own organization's unique situation in a safe training environment.

Continuing Education Units
Attendees completing course will qualify for 2.1 CEUs through our alliance with the University of South Carolina.

Hands-On Training
Through case studies and a series of interactive small-group workshops, you will apply the strategic performance management concepts to your own current project and organization. Exercises performed throughout this course include:

• Case studies of public sector organizations
• Use an organizational assessment to set vision, mission, and strategy
• Develop your organization's strategic themes and perspectives
• Pull data from your management system to meet PART requirements
• Use strategy maps to create and link strategic objectives
• Derive performance measures aligned to your strategy map
• Develop new initiatives to execute strategy
• Align mission and vision with performance
• Scorecard program deployment, budget and time scheduling
• How to lead a team to develop and sustain the new approach to strategic management

Instructors
The course will be taught by the Principals and Associates of the Balanced Scorecard Institute. These instructors have specialized expertise in balanced scorecard training, facilitation and consulting in public and private-sector organizations.

Feedback from past participants:
“…the BSC program was one of the best professional development experiences I’ve ever had."

“I loved the case study exercises!”

"Very useful charts and checklists to evaluate the process of developing performance measures."

“…the case study was very supportive of understanding the process of developing and mapping strategy."

"...the methodologies in this presentation are a powerful medium for achievement of the right strategic objectives."

"...good information on what we need to do at our respective workplaces to effectively cascade the balanced scorecard."

Public Sector Discount: 
For two-day and three-day workshops, there is a $150 discount for participants from public sector and not-for-profit organizations (use discount code NP).

Multi-Registration Discount: 
There is also a $100 discount for three or more participants from the same organization. We encourage more people from the same organization to attend so that they can collaborate during the workshop.

Early Bird Special: 
$100 additional discount per participant for signing up 30 days before the start of the course.

Course Outline

DAY ONE

Module I. Introduction 
(Learning Objectives: Introduce the course modules; introduce the case studies; introduce participants; provide background for the necessity of change.)

• Introductions, expectations, and participant knowledge
• Course objectives
• Agenda, schedule, and logistics
• Why we must change
• GPRA, President’s Management Agenda, and PART
• Introduction to case studies

Module II. Overview of a Strategic Management System 
(Learning Objectives: Explain the management model; provide examples from federal agencies of missions, visions, and goals; explain the importance of identifying themes and perspectives;  discuss how to set goals and to deal with goals over which an agency does not have full control; continue with the case.)

• A model for managing for high performance and achieving results
• A view as a Balanced Scorecard: A nine step approach
• Importance of focus: vision, mission, and strategic goals
• Developing a performance management strategy
• Themes and perspectives
• Setting performance goals
• Dealing with goals outside of an agency’s control
• Continuation of case studies

DAY TWO

Module III. Making the Strategy Actionable 
(Learning Objectives: Discuss the advantages of and show how to develop a strategy map; discussion of what can and cannot be measured; examples of measures from federal agencies; defining performance measures; continue with the case studies)

• Developing objectives and performance drivers from strategic goals
• Creating a strategy map
• What can be measured
• Developing measures, targets and thresholds
• Continuing with case studies 

Module IV. Dealing with Data and Information 
(Learning Objectives: Discuss issues of data collection and validation; transforming data into information; using information to improve performance)

• Data issues
• Collecting, verify and validating performance data
• Transforming data into information
• Using performance information to improve organization performance

DAY THREE

Module V. Managing a Strategy
(Learning Objectives: Understand the challenges of integrating balanced scorecard systems with other enterprise-wide systems; overcoming challenges to implementation)

• Managing a strategy
• Cascading the system
• Alignment and balance throughout the organization
• Linking strategy to resource decisions
• Implementation issues
• Continue with case studies 

Module VI. Leading for High Performance 
(Learning Objectives: Leading for change; developing a culture of high performance; the next steps)

• Leadership and culture
• Employee motivation
• Linking performance to rewards
• Putting it all together
• Final thoughts