Developing a Public Sector Scorecard: Achieving Breakthrough Results In Service Delivery and Performance
Business Intelligence
October 1, 2004 200 Pages - SKU: BTAI1363078
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All those who work in the public sector know that performance measurement has become an increasingly dominant part of their life. One of the recent additions to the performance management portfolio is the balanced scorecard. Now widely used in the private sector, it has proven to be one of the most popular and adaptable to the needs of the public sector. As many organizations have discovered, it can help them to achieve the kinds of improvement that seemed elusive in the past.
Whether you are planning a scorecard initiative or have already launched your programme, Developing a Public Sector Scorecard, a new management report from Business Intelligence, gives you exclusive insights into planning, implementing and sustaining a scorecard programme. Focusing primarily on ten organizations that have successfully applied the scorecard, this report looks in detail at the problems they encountered on the way, the changes that they had to make, the resources they had to put in place and finally the impact on their performance
For the first time, this report synthesizes the experience of a number of pioneers to show you how they achieved significant improvements in service delivery and performance management.
Developing a Public Sector Scorecard shows you how to apply the balanced scorecard to meet your organization’s unique strategic performance requirements. The report is illustrated throughout with:
- Examples of strategy maps and scorecards
- Comparative analysis of the main case study scorecard practices, lessons and challenges
- Case reports and examples from public sector scorecard implementations.
Developing a Public Sector Scorecard gives you the practitioner’s view of how to meet the scorecard challenge.
Twenty Lessons for Effective Scorecard Planning and Implementation
Developing a Public Sector Scorecard shows you how to:
- Develop a scorecard using the Report’s seven-point action plan
- Design and format a scorecard to reflect your performance priorities
- Use strategy mapping to specify your key objectives
- Master the principles of effective scorecard implementation
- Prioritize performance improvement initiatives against strategic imperatives
- Build the right scorecard resources and skills for sustained success
- Capitalize on transferable lessons learnt by other public sector organizations
- Establish realistic criteria for assessing your scorecard’s success
- Apply the scorecard to streamline performance measurement across the organization
- Engage staff at all levels in meeting strategic goals
- Report performance more effectively to stakeholder groups
- Create a performance culture
- Deliver improved service to the community
- Balance short-term goals with long-term objectives
- Integrate the scorecard with quality management frameworks
- Gain the buy-in of senior managers and operational staff
- Make the scorecard the way your organization is managed
- Apply the scorecard as a motivational tool
- Profile the skills and capabilities needed by scorecard managers
- Overcome the most common problems in planning and implementation
These are just some of the invaluable lessons that are captured in Developing a Public Sector Scorecard.
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- Author Profile
- Acknowledgements
- Business Intelligence
- Preface
- Chapter 1: The Balanced Scorecard: a strategic focus on performance management
- Overview
- A New Era for Performance Management
- The Origins of the Balanced Scorecard
- The Role of Strategy Mapping
- Five Features of Strategy-focused organizations
- Making the Scorecard the Focus of Management Activity
- Problems and Failure Factors
- Examples of Scorecard Benefits in the Private Sector
- Chapter 2: Strategy Maps, Strategic Goals and Performance Perspectives
- Overview
- Public Sector Scorecard Pioneers
- Building and Using the Scorecard: the experience of ten case study organizations
- The Flexibility and Adaptability Factors
- The Use of Strategy Maps in the Public Sector
- Strategy mapping and the scorecard champion
- Adjusting the conventional strategy map
- Identifying Key Strategic Objectives
- Rejecting a Single-activity Focus with a Range of Objectives
- Getting the Performance Perspective Balance Right
- Determining Which Performance Perspectives to Represent
- Setting the Priority Performance Perspective
- The Quest for a Standard Public Sector Scorecard
- Action Points
- Chapter 3: Key Performance Indicators and Measures
- Overview
- Measures - Risk, Practicality and Value Issues
- Selecting the Right Number of Performance Indicators
- Making Indicators Meaningful
- Achieving the Right Balance Between the Types of Indicator Used
- Narrative Commentaries on Performance
- Ensuring Measures are Relevant and Practical
- Ensuring Data Quality
- Keeping the Number of Measures under Control
- Criteria for Prioritizing Measures
- Action Points
- Chapter 4: Planning and Implementation - Principles and Practices
- Overview
- Customizing the Scorecard for Individual Organizational Needs
- The Power and Influence of Leadership
- Teasing Out the Leadership Issues
- Top-down and Consultative Leadership Styles
- Effective leadership practices
- Distributed Leadership and Local Champions
- The Culture Factor
- Embedding the Scorecard in the Organization: the cascade principle
- Reflecting strategic objectives in local scorecards
- Integrating the scorecard with management systems
- Building a Long-term Scorecard Resource
- Consultants: when to use them and how to choose them
- Approach the Scorecard as a Programme, not a Project
- Common Problems and Troubleshooting
- The Scorecard Development Team
- A Seven-point Action Plan for Developing a Strategic Balanced Scorecard
- A Seven-point Action Plan and Workshop Schedules
- Overview of the seven-point action plan
- 1. Define the scope and relevance of the scorecard for your organization
- 2. Win support from the top and assess readiness for a scorecard programme
- 3. Building the capabilities and resources to implement a programme
- 4. Managing the strategy mapping and scorecard process
- 5. Communicate the benefits and value of the scorecard
- 6. Plan the scorecard implementation phase
- 7. Make the scorecard the main means of managing the organization
- Three Workshops to Support the Scorecard Design and Implementation Process
- Workshop 1: strategy definition
- Workshop 2: Establishing indicators and Measures
- Workshop 3: Initiative and resource prioritization
- Chapter 5: Scorecard Managers - Roles Responsibilities, Skills and
- Competencies
- Overview
- The Organizational Role and Position
- Background and Experience
- Gaining Scorecard Knowledge
- Skills and Capabilities
- Managing the Scorecard Team
- Dealing with the big challenges
- The Future Role of Scorecard Managers
- Critical Success Factors for the Scorecard Manager: advice for continuing success
- The Dividends from the Job
- Chapter 6: Public Sector Scorecards in Action
- Executive Overview
- Lessons Learnt
- The Senior Management Buy-in Challenge
- The Trouble with Measures
- Communication Difficulties
- Simplifying the Scorecard
- Meeting the Challenges of Scorecard Development
- Benefits Achievement
- Case Report Examples
- Case Study: City of Brisbane, Australia
- Case Study: Camden & Islington Mental Health and Social Care Trust
- Case Study: Hertfordshire Fire and Rescue Service
- Case Study: London Borough of Barking & Dagenham
- Case Study: Scottish Enterprise
- Case Study: Civil Service College, Singapore
- Case Study: United States Postal Service
- Case Study: City of Vienna Administration, Department of Finance
- Case Study: University of Virginia Library
- Case Study: Washington State, Department of Revenue
- Chapter 7: Success Factors and Best Practice Examples
- Establishing the Case for Introducing a Balanced Scorecard
- Case study examples
- Case report examples
- Aligning Compensation and Appraisal Systems with the Balanced Scorecard
- Case study examples
- Case report examples
- Automating the Balanced Scorecard
- Case study examples
- Case report examples
- Communications Effectiveness
- Case study examples
- Case report examples
- Creating Enterprise Level Strategy Maps and Balanced Scorecards
- Case study examples
- Delivering Business Benefits from the Scorecard
- Case study examples
- Case report examples
- Devolving the Scorecard to Operational and Functional Levels
- Case study examples
- Case report examples
- Implementation Learning Points
- Case study examples
- Case report examples
- Leadership from the Top
- Case study examples
- Linking Budgeting and Strategies
- Case report examples
- Programme Management
- Case study examples
- Case report examples
- Scorecard Architecture Variations
- Case study examples
- Case report examples
- Strategic Feedback Systems
- Case study examples
- Case report examples
- Strategic Initiatives
- Case study examples
- Case report examples
- Establishing the Case for Introducing a Balanced Scorecard
- Case study examples
- Case report examples
- Using External Consultants for Scorecard Creation and Implementation
- Case study examples
- Case report examples
- Using the Balanced Scorecard with Quality Models
- Case study examples
- Case report examples
- The Case for Introducing a Balanced Scorecard
- Case study examples
- Case report examples
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