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Executive Summary

Chapter 1, How The Scorecard Pioneered A New Approach To Performance Management, traces the origin of these frameworks and the evolution of the balanced scorecard, the underlying concept, its main features and the performance management issues it sets out to solve. It also provides examples of the typical challenges and benefits to have emerged from this experience.
The next two-chapter section deals with the architecture and design of public sector scorecards

Chapter 2, Strategy Maps, Strategic Goals and Performance Perspectives, deals with the application of the scorecard in the public sector. It examines in detail the adaptation of the format and design of the scorecard and discusses the experience of organizations with developing strategy maps, defining the type and number of performance perspectives to include. It also examines what types of strategic goals have been identified by public sector organizations.

Chapter 3, Key Performance Indicators And Measures, shows how organizations identify the number and type of performance indicators for their scorecards. It covers issues associated with defining a limited number of indicators to ensure that the scorecard remains meaningful and manageable. Similarly, it deals with the equally important question of selecting measures, trade offs between cost and practicality in gathering data and avoiding measurement overload. The chapter also shows how the scorecard can be used to rationalize the number of measures used organization-wide.

Chapter 4, Planning And Implementation: Principles And Practices, covers the success factors underpinning effective planning and implementation. The chapter describes the main principles of managing all aspects of scorecard programmes, with particular emphasis on the role of leadership, culture and ways of embedding the scorecard in the organization. A detailed seven-step action plan shows what aspects of planning and implementation must be covered in any scorecard initiative.
1. Define the relevance of the scorecard for your organization
2. Win support from the top and assess readiness for a scorecard programme
3. Build the capabilities and resources to implement a scorecard programme
4. Map the strategy and high-level scorecard
5. Communicate the purpose and benefits of the scorecard
6. Plan the scorecard implementation phase
7. Ensure that the scorecard evolves in line with the changing needs of the organization

Chapter 5, Scorecard Managers: Skills, Competencies And Responsibilities, provides insights into the scorecard manager’s job. Although the scorecard manager is ultimately responsible for ensuring that the initiative is successfully launched, implemented and sustained, the role is often taken on in addition to an existing set of responsibilities. Based on interviews with three experienced scorecard managers from different countries and areas of the public sector, the chapter examines the qualifications, background and skills that are needed. It also examines the challenges and rewards that come with the job. The three managers profiled are: Peter Ryan, Corporate Strategy and Performance Planner, City of Brisbane, Steven Chew, Insolvency & Public Trustee’s Office, Ministry of Law, Singapore and Julian Taylor, network director, learning and performance for Scottish Enterprise.

Chapter 6, Ten Case Studies. In this section, ten in-depth case studies profile the introduction and development of scorecards within each of the organizations covered. The case studies provide insights into the way in which these organizations tackled key aspects of the planning and implementation processes, the benefits they have achieved and the way they overcame the problems they encountered. The main lessons, challenges and benefits recorded are summarized in the introduction to this chapter.
• The City of Brisbane
• Camden & Islington Mental Health and Social Care Trust
• Civil Service College, Singapore
• Hertfordshire Fire and Rescue Service
• London Borough of Barking and Dagenham
• Scottish Enterprise
• United States Postal Service
• University of Virginia Library
• City of Vienna Administration, Department of Finance
• Washington State, Department of Revenue

Chapter 7, Success factors and best practice examples, provides a summary of the main success factors with best practice examples drawn from the Report. Under each of the entries, the first examples are drawn from the major case studies researched for this report with additional examples provided from other organizations.