Balanced Scorecards for the Public Sector

Successfully use balanced scorecards to make real performance improvements

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Details

  • Publication date: April, 2010
  • Pages: 121
  • ISBN: 9781906355968

Description

'Public sector leaders juggle budgets to cope with unprecedented funding shortfalls'
‘Public sector expenditure under intense scrutiny'
‘Calls for greater performance accountability and transparency within the public sector'

Let’s face it, these headlines are nothing new. However, it is now clearer than ever, that public sector leaders will need to instil proven performance management disciplines within their organisations to cope with these growing demands from stakeholders and citizens.

Ark Group’s report on Balanced Scorecards for the Public Sector will provide you with a thorough understanding of how this powerful management tool can rapidly improve performance and efficiency within your own organisation.

Packed with real-life examples and following a step-by-step logic, it sets out a best-practice framework to enable you to build and deploy a balanced scorecard system within your organisation, revealing the necessary measures and actions required to help you:

  • Identify and communicate strategic priorities and key outcome deliverables; 
  • Maximise your financial resources; 
  • Drive accountability into your organisation; 
  • Instil greater performance transparency; and 
  • Create a strong learning and improvement culture.

Useful tools and templates are provided within the report to ensure your performance information is collected, reported and discussed correctly leading to tangible performance improvements.

It also highlights some of the key implementation challenges addressing cultural, structural and technological issues and advises on how to overcome them to ensure your implementation is a success.

Featuring practical case studies from leading public sector organisations including: Northumbria Healthcare NHS Foundation Trust, Royal Air Force, Belfast City Council, Christchurch City Council, and more… 

You will gain unique insight into how they are successfully using the balanced scorecard to drive their performance agenda, deliver better value, reduce inefficiencies and make real performance improvements.

Contents

Chapter 1: Introduction

Chapter 2: The balanced scorecard today

Chapter 3: Amending the balanced scorecard for public sector organisations

Chapter 4: Key pitfalls in balanced scorecard implementations

Chapter 5: Designing the corporate balanced scorecard framework

Chapter 6: Aligning the organisation with your strategy

Chapter 7: Implementing the balanced scorecard

Chapter 8: Analysing and reporting performance

Chapter 9: Conclusions

Case study 1: Ministry of Works, Bahrain

Case study 2: Northumbria Healthcare NHS Foundation Trust

Case study 3: Belfast City Council

Case study 4: Christchurch City Council

Case study 5: Royal Air Force

Appendix: Self-assessment questionnaire

Authors

Bernard Marr
Bernard Marr is a leading global expert and best-selling author on organisational performance. In this capacity he regularly advises companies, organisations and governments around the globe. He is an acclaimed and award-winning keynote speaker, consultant and teacher. Bernard Marr is acknowledged by the CEO Journal as one of today’s leading business brains. Bernard has written a number of seminal books and over 200 high-profile reports and articles on managing organisational performance. This includes the best-sellers Managing and Delivering Performance, The Intelligent Company and Strategic Performance Management, as well as a number of Gartner Reports and the world’s largest research studies on government performance. Bernard is one of the most experienced government advisers in the area of performance management and frequently helps central and local government organisations across the world improve their performance management practices. His clients include, among others, central governments and administrations, central auditing organisations and regulators, central banks and ministries, as well as many local government organisations including councils, police forces, fire services, housing associations and health services. For example, he has worked with the Ministry of Defence, the Home Office, the Bank of England, the National Health Service, HM Revenue & Customs, Government of Victoria, the Department of Culture, Arts and Leisure, Audit Scotland, the Health & Safety Executive, the Army, the Air Force and many more. At present, Bernard heads up the famed Advanced Performance Institute (API). Prior to this he held influential positions at the University of Cambridge and at Cranfield School of Management. Today, he holds a number of visiting professorships and fellowships and he serves on the editorial boards of many leading journals and publications in the field. Bernard’s expert comments on organisational performance regularly appear in high-profile publications such as the Financial Times, the Sunday Times, Financial Management, CFO magazine and the Wall Street Journal. Bernard can be contacted via e-mail at the API. 

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