Agency-level Scorecard

The FWC is developing a Scorecard that will translate the Agency Strategic Plan (ASP) into performance measures and track, on an on-going basis, progress toward accomplishing these measures. Think of the Scorecard as the “gauges” in an airplane cockpit. For the complex task of navigating and flying an airplane, pilots need detailed information about many aspects of the flight: fuel, air speed, altitude, bearing, destination, and other indicators that summarize the current and predicted environment. Reliance on one gauge can be fatal. Similarly, the complexity of managing an organization requires that managers be able to view performance on several gauges that represent the key operational areas, simultaneously. The Scorecard improves management oversight by providing FWC the ability to know if we are on course, with the added ability to catch problems before they become critical. There will be an agency-level Scorecard and one for each division and office. The gauges on the agency-level Scorecard are shown below. Example measures are shown in parenthesis. • Marine Fisheries: the status of marine fisheries (annual status & trends of key species, fishery closures, license sales, economic impacts, law enforcement effort) • Freshwater Fisheries: the status of freshwater fisheries (status of species in selected lakes, law enforcement effort) • Wildlife: the overall status of wildlife (annual status & trends of wildlife populations, law enforcement effort) • Habitat & Water: the overall status of fish and wildlife habitats, both aquatic and terrestrial (GIS inventories and law enforcement effort). • Public Health and Safety: human health, safety and welfare (boating injuries, deaths, and property damage; nuisance animal encounters such as alligator attacks; crimes against persons on lands we manage) • Use Opportunities: number of users of all types and access to the resource (acres of lands open to the public, license sales) • Leadership and Communication: overall performance on improving leadership and communication (employee assessment of internal communications) • Teaming: overall performance in improving teaming and integration (number of teams successfully completing their tasks) • Employment Quality: overall improvement in employee’s workplace quality and satisfaction (employee satisfaction) • Model & Plan Implementation: overall performance in implementing models and plans • Senior Leadership Team Performance: overall performance of the SLT; includes its leadership and management responsibilities and its functioning as a team • Regional Leadership Team Performance: overall performance of the 5 Regional Leadership Teams; includes their leadership and management responsibilities and their functioning as a team • Division Performance: overall performance of the divisions; a roll up of all the divisions’ performance as fed by their dashboards • Office Performance: overall performance of the offices; a roll up of all the offices’ performance as fed by their dashboards • Financial Performance: overall performance in financial aspects of FWC (status of trust funds, performance as indicated by audits, ratio of state vs. grant funding) • Internal Efficiency: efficiency of FWC’s internal operations. Examples: productivity increases, improved efficiencies due to process improvements, energy use? • Commissioner’s Areas of Emphasis: overall performance on the annual Commissioner’s Areas of Emphasis selected at the beginning of each calendar year. • Process Improvement: overall performance in improving processes • Customer Service: overall performance in improving internal and external customer service • Stakeholders and Partnering: overall performance in meeting stakeholder needs