Adapting the Balanced Scorecard as - PowerPoint PPT Presentation

About This Presentation
Title:

Adapting the Balanced Scorecard as

Description:

Adapting the Balanced Scorecard as a Management System in a British Local Authority John Tatam Corporate Director of Resources and Deputy Chief Executive – PowerPoint PPT presentation

Number of Views:160
Avg rating:3.0/5.0
Slides: 30
Provided by: jtownsend
Learn more at: https://www.sigmaweb.org
Category:

less

Transcript and Presenter's Notes

Title: Adapting the Balanced Scorecard as


1
Adapting the Balanced Scorecard as a Management
System in a British Local Authority John
Tatam Corporate Director of Resources and Deputy
Chief Executive Quality Management in the
Public Sector Vilnius, 27-28 March 2006
2
(No Transcript)
3
Scale
Population 164,000 Gross
Budget 450 m Staff
c9,000
4
Service Responsibilities
Education (schools) Social Services Housing Enviro
nment Leisure Culture
5
Our Past - Performance Management
Collected PIs - c. 150 statutory - over 300
local But, didnt use Didnt know if
measuring the right things
6
Adapting The Balanced Scorecard
  • Developed for the Private Sector
  • - bottom line at the top
  • For local government
  • - Finance less critical
  • - Community Perspective (well being) as
    well as customers
  • - separate services with different
    regulatory
  • frameworks

7
Community Priorities
  • Promoting equal opportunities and celebrating
    diversity
  • Better education and learning for all
  • Developing rights and responsibilities with
    the local
  • community
  • Improving Health, Housing and Social Care
  • Making Barking Dagenham cleaner, greener and
    safer
  • Raising general pride in the Borough
  • Regenerating the local economy


8
(No Transcript)
9
Developing the Scorecard
  • What are we trying to achieve? (Community
    Priorities)
  • What key things do we need to get right to
    achieve them? (Strategic Objectives)
  • How do we know if we are getting there?
    (Measures and Targets)

10
The Barking and Dagenham Council Scorecard
Strategy Map







Community First
Funding the Future
Customer First
Performance Counts
People Matter
11
(No Transcript)
12
Choosing Measures

Measurement is the language which gives
clarity to vague concepts R. Kaplan
Measures define success for an organisation
Andy Neely
13
Regenerating the Local Economy
  • Definition
  • - Creating more wealth for local people.
  • - Helping local people with the skills and
    training to get
  • good quality jobs.
  • - Enterprise and investment in the Borough.
  • Measure
  • Average income of Barking and Dagenham citizens
    in comparison with the rest of London


14
Performance and Accountability
Definition To maximise the number of BVPIs which
are in the top 25. Measure CS16a of BVPIs
in top 25 (excluding cost based PIs). CS16b
of BVPIs in middle 50 (excluding cost based
PIs). CS16c of BVPIs in bottom 25 (excluding
cost based PIs).
15
Increase Strategic and PoliticalLeadership
Capacity
DefinitionTo enable members to articulate their
policies internally and externally. Projecting
the Borough in the local/ regional/ national
political stages. Ensuring that all staff are
aware of the policies of the Council. Measure CS22
a Number of Members who have a Personal
Development Plan. CS22b of staff who are
satisfied that the leadership of their manager
enables them to place their work in the context
of the Community Priorities and/ or strategic
objectives.
16
Service Scorecards
Each of the 29 Service Heads produce a
scorecard. This both translates the corporate
scorecard at service level and takes account of
specific service pressures e.g. from government
departments.
17
Scorecard Packs
Each Head of Service produces
  • Service Strategy (or strategies)
  • - what are they trying to achieve
  • A Scorecard of strategic objectives and
    measures
  • An implementation plan of how they will deliver
    the
  • Scorecard

18
Lifelong Learning and Inclusion Strategy Map
(1) Raising aspirations and standards
(2) Early intervention
Community First
(3) Focus on full range of learners needs
(4) Maximise participation rates
(5) Work effectively with a range of partners
(6) Effective use of all available sources
(7) Effective use of national and local
initiatives
Funding the Future
Customer First
(8) Learning opportunities of the highest quality
(9) Effective use of workplace learning
(10) Statutory compliance
(11) Children First (rights and entitlement)
Performance Counts
(12) High quality training and professional
development
(13) Improve communications
(14) Greater cross-divisional working
(15) Promote equal opportunities and celebrate
diversity
(16) Support Equalities targets and priorities in
the department
People Matter
19
(No Transcript)
20
At the Heart of What We Do
Ensuring the Scorecard drives the management of
the Council - BVPP - Response to
CPA - PSA - Personal Performance Management Is it
in your scorecard?
21
J
How focus improved our performance to above top
quartile.
22
K
CPA
Quartile bandings are shown on the graph.
Performance is currently in-between upper and
lower thresholds for CPA.
23
MemberPortfolio PI Key Threshold
J
24
The Impact
  • The scorecards link community priorities to
    strategic objectives and individual performance.
  • Staff can see their place in the bigger
    picture.
  • Genuine enthusiasm for the Balanced Scorecard.
  • A real focus on performance management.
  • Elected Councillors can focus on strategy.
  • Services are improving 70 of PIs improved.

25
The Lessons
  • Leadership and Consistency
  • Keep up the energy
  • Focus on improvement, not the system
  • Keep it simple - but not simplistic
  • Keep restating the basics

26
Improving Performance
  • Four tests of Performance Management
  • Does it focus on what is important for this
  • organisation/service?
  • Do the measures define what success means for
    us?
  • Do we know if we are making progress?
  • Do we act on the information?

27
Performance Breakthroughs
The strengths in this Authoritys approach are
that they set out for a simple approach and have
put effort into keeping it simple. They have
worked out how to make the system work for them
and they have encouraged local ownership They
recognised that the discussion people had about
services during the delivery process were as
important as the framework itself
28
Want to know more?
  • Web site www.lbbd.gov.uk
  • (Under About the Council or Search on
    balanced
  • scorecard)
  • Contacts
  • john.tatam_at_lbbd.gov.uk
  • sandra.hamberger_at_lbbd.gov.uk

29
John Tatam Corporate Director of Resources and
Deputy Chief Executive
Write a Comment
User Comments (0)
About PowerShow.com