Balanced Scorecard: Step-by-Step for Government and by Paul R. Niven

By Paul R. Niven

This publication offers an easy-to-follow roadmap for effectively enforcing the Balanced Scorecard method in small- and medium-sized businesses. construction at the good fortune of the 1st variation, the second one version contains new instances according to the author's adventure imposing the balanced scorecard at govt and nonprofit organizations. it's a must-read for any association drawn to reaching step forward effects.

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Extra info for Balanced Scorecard: Step-by-Step for Government and Nonprofit Agencies

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They required federal agencies to strategically plan how they would deliver high-quality goods and services to their customers, and specifically measure their programs’ performance in meeting those commitments. GPRA has received mixed reviews since its enactment, and it is difficult to assess whether the goals originally espoused in the Act are being consistently achieved. 3 The President’s Management Agenda (PMA) In 2002, President George W. Bush introduced the President’s Management Agenda (PMA).

Using the Balanced Scorecard system as a framework for translating the strategy, these organizations create a new language of measurement that serves to guide all employees’ actions toward the achievement of the stated direction. Cascading the Scorecard Overcomes the People Barrier To successfully implement any strategy, it must be understood and acted upon at every level of the firm. Cascading the Scorecard means driving it down into the organization, giving all employees the opportunity to demonstrate how their day-to-day activities contribute to the company’s strategy.

Nonprofits responded by measuring client demographics and status prior to service. • Key performance indicators. Often referred to in abbreviated terms as “KPIs,” this category can serve as a repository for all areas of measurement. Originally, key performance indicators were mainly comprised of ratios among various categories of performance. • Client satisfaction. Measuring the satisfaction of clients served began to gain prominence in the late 1980s. Among the determinants of satisfaction that have been measured are: timeliness of the service, accessibility, and overall satisfaction.

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