Pietranton-Deal-Williams: ASHA's Implementation of the Balanced Scorecard
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2015 Strategy Execution Summit Presentation - Pietranton-Deal-Williams: ASHA's Implementation of the Balanced Scorecard
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Pietranton-Deal-Williams: ASHA's Implementation of the Balanced Scorecard
- 1. ASHA’s Implementation of the Balanced Scorecard Arlene Pietranton Vicki Deal-Williams BSI/Spider – Strategy Execution Summit May 20, 2015
- 2. Disclosure • Employees of the American Speech-Language-Hearing Association (ASHA) • No current financial relationship with BSCI
- 4. ASHA’s Strategic Pathway • Overview ASHA Selection and Implementation of BSC • Development & Impact • Evolution and Revision Impact Challenges • Questions
- 5. Overview of ASHA • Founded in 1925 • Not-for-profit, individual membership organization • Volunteer and staff leadership Board of Directors Facilitating Team • 182,000 Audiologists, SLPs & affiliates • 280 staff
- 7. Characteristics of the Desired ASHA National Office Culture • Managers are seen as coaches and team leaders. They are valued for these skills. Leadership is participative and flexible. • Organizational structure policies and procedures are developed to help people get the job done and to protect the long-term health of the Association. They are readily reviewed and changed as needed. • Joint decision making occurs routinely. Information is readily shared. Problem solving is highly pragmatic. People work informally and are not preoccupied with status and territory. Conflicts are dealt with openly. • Productivity is measured by the results achieved. • Common objectives are widely shared and energy is channeled toward meeting the objectives. The responsibility is shared. • Nonconformity is accepted. People are expected to present innovative ideas. People feel free to brainstorm. • There is a high level of trust that people will do the right thing and policies and procedures reflect this. Problems are dealt with by the supervisors when they occur. • Collaboration is freely entered into. Competition is fair, open, and in pursuit of a shared goal. Relationships are honest. • People get on-going feedback about their performance in a constructive, helpful manner. Poor performance is confronted and a resolution-oriented action plan is put into place. • People are highly motivated. They seize opportunities for personal growth. People view work as important and fun. • Risk taking is supported as a part of growth and change. • Mistakes are viewed as opportunities for learning and re-examining the process. • The organization is future-focused and adapts quickly to changing demands. People can articulate common goals and are aware when organizational goals are achieved. These achievements are celebrated. • Communication is frequent, informal, interactive, and multi-directional. People feel well informed. • People experience the organizational culture as being customer service driven. Our commitment to our members is demonstrated in everything that we do. Our structures, processes and interactions are built to assess and fulfill our member needs. • Strategies are data driven. Member needs and issues are tracked and the wider environment is routinely scanned. The data is collectively analyzed and strategies and operational plans are developed from what is learned. There is a on-going cycle of gathering, analyzing, and making changes as needed.
- 8. ASHA’s Desired Culture- translated • Member-centric • Future-focused, make effort to adapt quickly • Data driven strategies • Communication is frequent, informal, interactive, and multi-directional • High level of trust • Flexibility is key in organizational structure, policies, and procedures • Joint decision-making is expected • Conflicts are dealt with openly • Productivity is measured by the results achieved • Performance is managed routinely • Nonconformity is accepted • Innovation is encouraged • Ongoing feedback is provided • Learning is expected, shared, and supported • Achievements are celebrated
- 9. Selection of BSC • Council of Engineering and Scientific Society (CESSE) meeting 2005 • Exploration by senior ASHA staff • ASHA Board decision 2006 • Initial Implementation 2007
- 11. Strategic Foundations Workshop •Reviewed and Revised Vision, Mission and Values •Defined our Customer •Established Customer Value Proposition •Identified areas of focus (Themes) •Identified Strategic Results
- 12. Four Themes
- 13. Two Professions, One Vision Strategic Theme:Strategic Theme: The professions of Speech-LanguageThe professions of Speech-Language Pathology and Audiology arePathology and Audiology are integrally related and ASHA is fullyintegrally related and ASHA is fully committed to the link between thecommitted to the link between the professions because of our sharedprofessions because of our shared discipline of communication sciencesdiscipline of communication sciences and disorders.and disorders. Strategic Results:Strategic Results: ASHA will be the Association of choice forASHA will be the Association of choice for professionals in human communicationprofessionals in human communication sciences and disorderssciences and disorders The relationship among the professions andThe relationship among the professions and the discipline will be apparent in ASHA’sthe discipline will be apparent in ASHA’s programs, products and servicesprograms, products and services How it Moves ASHA to a Higher Level of Performance: The synergy of the two professions strengthens our overall voice and visibility. Respecting the autonomy of Audiology and SLP professions while recognizing the common bond between them will better serve member needs.
- 14. Scientifically Based Professional Practice Strategic Theme:Strategic Theme: ASHA members provide high-qualityASHA members provide high-quality Audiology and Speech-LanguageAudiology and Speech-Language Pathology services integrating externalPathology services integrating external scientific evidence, clinical expertise, andscientific evidence, clinical expertise, and client perspectiveclient perspective.. Strategic Result:Strategic Result: ASHA strengthens its leadership in the generation,ASHA strengthens its leadership in the generation, dissemination, and translation of research into thedissemination, and translation of research into the clinical practiceclinical practice of Audiology and Speech- Language Pathology.. How it Moves ASHA to a Higher Level of Performance: Advancing the integrity of professional practice in our discipline and continually elevating the practice of the professions.
- 15. The Member Experience Strategic Theme:Strategic Theme: How members understand, value, and engage in the ASHA experience Strategic Result:Strategic Result: The value of ASHA membership willThe value of ASHA membership will be apparent and enhanced memberbe apparent and enhanced member satisfaction will be the rationale forsatisfaction will be the rationale for member retention.member retention. Measure: Close the gap between member retention andMeasure: Close the gap between member retention and member satisfaction; exceed member expectationsmember satisfaction; exceed member expectations How it Moves ASHA to a Higher Level of Performance: Better informed members; better service delivery for members, increased leadership engagement.
- 16. Advocacy Strategic Theme:Strategic Theme: Promoting and advancing the interests of the professionals in human communication and those we serve Strategic Result:Strategic Result: ASHA’s organizational and grass-rootsASHA’s organizational and grass-roots advocacy efforts lead to meaningfuladvocacy efforts lead to meaningful progress in the promotion andprogress in the promotion and advancement of the interests of theadvancement of the interests of the professionals in humanprofessionals in human communication and those we servecommunication and those we serve How it Moves ASHA to a Higher Level of Performance: ASHA would be a leader as a change agent. Better availability, access, and funding for programs and services for professionals and clients. Better understanding of the professions and what we do. Increased autonomy.
- 17. Theme Team Meetings • Validated the Strategic Result • Developed Candidate Strategic Objectives • Identified Potential Performance Measures
- 19. ASHA’s Strategic Pathway to Excellence MEMBER FINANCIAL INTERNAL PROCESSES ASSOCIATION READINESS Increase Return On Investment Increase Return On Investment Improve technology Improve technology Improve Science Base Improve Science Base Increase grassroots advocacy Increase grassroots advocacy Improve Targeted Customization of P.P.S. Improve Targeted Customization of P.P.S. Improve Communication Improve Communication Increase numbers, diversity and cultural competence Increase numbers, diversity and cultural competence Improve effectiveness across professions and settings Improve effectiveness across professions and settings Increase active involvement of members Increase active involvement of members Improve data collection and decision making Improve data collection and decision making Increase research commitment Increase research commitment Increase knowledge and accessibility Increase knowledge and accessibility Enhance Member Satisfaction Enhance Member Satisfaction Expand strategic alliances Expand strategic alliances Expand revenue streams Expand revenue streams Increase Reimbursement and Funding Increase Reimbursement and Funding Supports all four objectives In Internal Processes Colored lines have been used to show clarity
- 20. MEMBER FINANCIAL INTERNAL PROCESSES ASSOCIATION READINESS Increase Return On Investment Improve technology Improve Science Base Increase grassroots advocacy Improve Targeted Customization of P.P.S. Improve Communication Increase numbers, diversity and cultural competence Improve effectiveness across professions and settings Increase active involvement of members Improve data collection and decision making Increase research commitment Increase knowledge and accessibility Enhance Member Satisfaction Expand strategic alliances Expand revenue streams Increase Reimbursement And Funding ASHA’s Strategic Pathway to Excellence
- 21. ASHA’s Strategic Pathway to Excellence MEMBER FINANCIAL INTERNAL PROCESSES ASSOCIATION READINESS Enhance Financial Stewardshi p Improve Technology & Infrastructure Improve Science Base Increase Grassroots Advocacy Improve Targeted Customization of P.P.S. Increase Numbers, Diversity and Cultural Competence Enhance Effectiveness Across Professions and Settings Increase Active Involvement of Members Improve Data Collection and Decision- making Increase Research Commitment Increase Knowledge & Internal Communication Enhance Member Satisfaction Strengthen Strategic Relationships Expand Revenue Streams Increase Reimbursement and Funding Improve External Communication
- 22. ASHA’s Strategic Pathway to Excellence MEMBER FINANCIAL INTERNAL PROCESSES ASSOCIATION READINESS Enhance Financial Stewardshi p Improve Technology & Infrastructure Improve Science Base Increase Grassroots Advocacy Improve Targeted Customization of Programs, Products & Services Increase Numbers, Diversity and Cultural Competence Enhance Effectiveness Across Professions and Settings Increase Active Involvement of Members Improve Data Collection and Decision- making Increase Research Commitment Increase Knowledge & Internal Communication Enhance Member Satisfaction Strengthen Strategic Relationships Expand Revenue Streams Increase Reimbursement and Funding Improve External Communication
- 23. SI4: PM1: # of members used as resources SI3: Develop Subject Matter Expert Database PM1: % of members engaged with Assn SI1: Solicit member participation across Assn activities SI2: Mentoring for new members Increase Unit’s use of members Cascading Strategic Intent Increase Active Involvement of Members Aligned Balanced Scorecard Objectives: Tier 1Tier 1 Tier 2 Tier 3 Tier 1: Organization-wide Tier 2: Clusters, Teams Tier 3: Subteams & Individuals PM1:
- 26. Positive Impact Vision Statement •Making effective communication, a human right, accessible and achievable for all. Focus •16 broadly defined Objectives 13 8 (4) Clarity and Cohesion •Staff •Volunteer Leaders Achievement of Outcomes
- 27. Challenges • Performance Measures Lagging vs. Leading Measures Work associated with Measurement • Limited Resources IS/IT Professional Practices • Perspectives Lack of direct cause-effect relationship
- 35. ASHA's Envisioned Future 2025
- 43. www.asha.org
Notas del editor
- Non-hierarchical, fluid/organic, team-focused, overarching considerations
- Strategic Foundations Workshop
- What it Includes: Representation for both professions in governance, development and delivery of products and services, advocacy, development and dissemination of practice policy, professional education, and in the promulgation of educational and professional standards. What it Does Not Include:
- What it includes: Basic and applied research, evidence-based practice, technology (new and improved), practice policy documents and a framework for governance to support effective and consistent practices, communications and journals that provide information to support practice, cultural competence in practice and education of professionals, data collection, practice across all professions and integration with the academic community. What it Does Not Include: Certification
- What it Includes: Branding “My ASHA”, customization to meet member needs; Responsiveness: user friendly, hassle free, clear, and complete; human connection—welcoming; real people doing real service for members, and projection of anticipated needs. Primary customer is expanded here to include certified non-members and prospective members. What it Does Not Include: Services for the stakeholders or Other Customers.
- What it Includes: Reimbursement for professionals and coverage for clients, promoting the need for and use of standards, improving access to services, improving work environment, funding for research, education and health, public information and education, recruitment of males and people of color into the professions, representation in governmental, regulatory, and cross-professional groups, proposing/promoting legislative and regulatory change, IDEA and encroachment issues. What it Does Not Include: Marketing products
- One of the key things that is shows is that we allocate a lot of our strategic resources in activities that address our member needs. (you see it on the yellow ovals – at the top) This makes sense because our ultimate goal is member satisfaction, but that means the framework we used in strategic planning is somewhat out of balance.
- Keeping things in balance is critical, just as it's important to balance a financial portfolio in a manner that will allow an individual to achieve retirement goals for example, The Association’s entire portfolio of work has to be balanced to ensure we appropriately allocate resources across all of the projects and initiatives we undertake to achieve the future we'd like to have.
- There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful. Work occurs at three levels.
- There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful. Work occurs at three levels.
- There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful. Work occurs at three levels.
- There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful. Work occurs at three levels.
- There's a model used in Information Technology (IT) circles, that we've applied to help us understand the areas in which the Association has to work to be successful. Work occurs at three levels.
- The BOD has documented what that feature looks like in this document which is on our website.
- You’ll notice in our new map, there is no year at the top This map is intended to take us through to 2025, and our strategy will evolve and change as we need it to. The work will continue over the next 10 years, and we’ll be monitoring and assessing our progress to make sure we’re achieving our desired outcomes.
- At the top of the map you see ASHA’s Vision and Mission – and they haven’t changed! - as the overarching foundation to all our work.
- At the bottom of the map , you see our values Excellence * Integrity * Diversity * Committment Research Based * Member Centric * Responsive These values describe the way ASHA would like to be characterized, and the way we strive to serve our members. We want members to think of these values - when they think of ASHA.
- Now let’s look at the left side of the map. What we’ve added here is the Run, Grow, Transform model, that I just talked about. You see Run, Grow, and Transform depicted with word size and images that conjure up the sense of maintaining stability at the Run level, expanding services at the Grow level And Evolving at the Transform level, If you notice - the transform word is larger indicating that this is work that requires significant change and resources. Also, the symbols below ‘transform’ move from the run level circle to ending in the sine wave depicted in our ASHA logo.
- Here are the Strategic Objectives in the Transform area, depicted by prioritization in a numbered and stair-step manner. The BOD worked very hard to develop a streamlined, doable number of objectives to attain as part of our Envisioned Future. We are concentrating on the first 4, then will continue to focus on the next 4; all 8 are deemed of equal importance, but resources are being allocated first to the first 4.
- And finally, there is a section called the “Operational Priorities”. It describes the 6 critical work efforts to maintain operational excellence in the National Office. This work will mostly occur at the Run and Grow level.
- When we put all the pieces back together, we end up with our new map, which we hope is clear, and intuitive. You can see this new map now on the ASHA website, at asha.org