Other authors, such as Niven, positioned mission at the highest level of the BSC, then comes the customer which is supported both by the financial and internal process perspective at the same level. The last of the scorecard but not least, is the Employee Learning and Growth which is essential to achieve the organisational goal.
2.5 How the Public Sector Scorecard works?
Like the Balanced Scorecard, the Public Sector Scorecard (PSS) is a flexible framework, adaptable to the needs of the organisation. “It has a high degree of involvement from service users and other stakeholders and typically it will involve the ten stages” (Moullin, 2006).
1. Think SERVICE USERS: Work closely with service users to identify their requirements and expectations …show more content…
Think SUCCESS: Form a reference group (or steering group) including senior managers, staff, service users and other stakeholders. Identify what a successful service or organisation would look like. This could be depicted in a 'success map' (Neely et al, 2002; Moullin, 2004b).
4. Think STRATEGY: Re-examine the organisation's strategy, vision, values, mission etc, and ensuring that they are focussed on the needs of service users and other key stakeholders.
5. Think RISK: Identify, with the reference group and others as necessary, the main risks to the service under each of the five perspectives and how they might be managed.
6. Think PERFORMANCE MEASURES: Identify appropriate performance measures for each objective within the five perspectives of the strategy map. The outputs of stage 3 will also be useful here. Make it clear to participants that this is just an initial attempt at this which will be refined later.
7. Think PROCESS: Identify the main processes involved in delivering the service and look at them in turn.
8. Think CULTURE and PEOPLE: While looking at processes, discuss how the culture of the organisation, its staff and partners affect the process and how this too can be …show more content…
“The measures that are included in a balance score card are a balance between external measures for customers and shareholders and internal measures of business processes, innovation and learning and growth” (Poll, 2001). The BSC does not only present the non-financial measures to stimulate optimum management decisions but also its balance Poll (2001) states that “a balance must also be struck between measures of past) performance and measures that drive future performance”. He further states that “it is possible to use the balanced scorecard as a strategic management system to manage strategy over the long run”. The balance of the BSC can be as follows:
(Chenhall, 2002) cited by (Murby and Gould, 2005) categorised an index of integration over a number of dimensions including:
• Operations/strategy: integrated operational actions with organisational
2.5 How the Public Sector Scorecard works?
Like the Balanced Scorecard, the Public Sector Scorecard (PSS) is a flexible framework, adaptable to the needs of the organisation. “It has a high degree of involvement from service users and other stakeholders and typically it will involve the ten stages” (Moullin, 2006).
1. Think SERVICE USERS: Work closely with service users to identify their requirements and expectations …show more content…
Think SUCCESS: Form a reference group (or steering group) including senior managers, staff, service users and other stakeholders. Identify what a successful service or organisation would look like. This could be depicted in a 'success map' (Neely et al, 2002; Moullin, 2004b).
4. Think STRATEGY: Re-examine the organisation's strategy, vision, values, mission etc, and ensuring that they are focussed on the needs of service users and other key stakeholders.
5. Think RISK: Identify, with the reference group and others as necessary, the main risks to the service under each of the five perspectives and how they might be managed.
6. Think PERFORMANCE MEASURES: Identify appropriate performance measures for each objective within the five perspectives of the strategy map. The outputs of stage 3 will also be useful here. Make it clear to participants that this is just an initial attempt at this which will be refined later.
7. Think PROCESS: Identify the main processes involved in delivering the service and look at them in turn.
8. Think CULTURE and PEOPLE: While looking at processes, discuss how the culture of the organisation, its staff and partners affect the process and how this too can be …show more content…
“The measures that are included in a balance score card are a balance between external measures for customers and shareholders and internal measures of business processes, innovation and learning and growth” (Poll, 2001). The BSC does not only present the non-financial measures to stimulate optimum management decisions but also its balance Poll (2001) states that “a balance must also be struck between measures of past) performance and measures that drive future performance”. He further states that “it is possible to use the balanced scorecard as a strategic management system to manage strategy over the long run”. The balance of the BSC can be as follows:
(Chenhall, 2002) cited by (Murby and Gould, 2005) categorised an index of integration over a number of dimensions including:
• Operations/strategy: integrated operational actions with organisational