Balanced Scorecard

This programme aims to build capacity among public officers in the use and implementation of the Balanced Scorecard (BSC) as a performance management tool.

Learning Outcomes

  • Participants will gain knowledge of the steps involved in developing a Balanced Scorecard.
  • Participants will appreciate the Balanced Scorecard as a performance management tool.
  • Participants will have working knowledge of the use of BSC templates.
  • Participants will understand the BSC reporting format.
  • Participants will appreciate the BSC governance model in performance management.

Target Group

  • C Scales and above

Duration

5 Days

Mode of Delivery

Physical/Virtual

Course Structure

1. Balanced Scorecard
  • Introduction
  • Origins of the Balanced Scorecard
2. Botswana Balanced Scorecard
  • Rationale for adopting the Balanced Scorecard
  • Alignment with other performance instruments
  • Shortfalls of the current PMS approach and project assumptions
3. Balanced Scorecard Components
  • Introduction to performance management and measurement
  • History of the Balanced Scorecard
  • Reasons for undertaking a Balanced Scorecard project
  • Advantages of using Balanced Scorecard performance systems
  • Contrasting private sector and public sector use of scorecards
  • Key questions the Balanced Scorecard seeks to answer
  • Sample Balanced Scorecard performance measures
  • The nine-step methodology for building and implementing a Balanced Scorecard
  • Anticipated challenges of scorecard systems
  • Indicators of successful Balanced Scorecard projects
4. Building the Balanced Scorecard
  • Step One: Assessment – using organisational assessment to define vision, mission, and strategy
  • Strategy – identifying customer groups and developing the customer value proposition
  • Step Two: Strategy – developing strategic themes and strategic results
  • Step Three: Strategic objectives – developing strategic success drivers
  • Step Four: Strategy mapping – developing cause-and-effect relationships among objectives
  • Step Five: Performance measures – deriving strategic measures, targets, and thresholds
  • Step Six: Strategic initiatives – defining criteria for selecting and prioritising initiatives
5. Implementing the Balanced Scorecard
  • Implementation issues
  • Aligning strategy and work throughout the organisation
  • Collecting, verifying, and validating performance data
  • Transforming data into information and software options for managing performance information
  • Developing internal and external communication plans
  • Cascading the scorecard throughout the organisation
  • Employee motivation
  • Linking strategy to resource decisions
  • Linking performance to rewards
  • Scorecard rollout, training, and change management
  • Using performance information to improve organisational performance
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