The Public Sector Scorecard
The Public Sector Scorecard is an integrated service improvement and performance measurement framework. It extends and adapts the balanced scorecard to fit the culture and values of the public and voluntary sectors.
The Public Sector Scorecard has an outcome focus and takes into account the much wider range of stakeholders in these sectors. It also has greater emphasis on
- service and process improvement - incorporating systems thinking and lean approaches
- organisational culture, risk management, and working across organisational boundaries
The Public Sector Scorecard was developed by Max Moullin.
Outcomes, processes and capability
The Public Sector Scorecard has three main building blocks - outcomes, processes and capability.
It works by
- focussing collaboratively on the outcomes required by service users and other key stakeholders
- improving processes to achieve those outcomes at low cost
- addressing capability - the organisational and resource issues that prevent staff and processes from delivering the required outcomes
The seven perspectives of the Public Sector Scorecard
A typical application of the PSS has seven perspectives. The top three focus on
- the key performance outcomes required by the organisation
- the outcomes that matter most to service users and other key stakeholders
- financial outcomes which could include value for money and securing sufficient funding
The fourth perspective focuses on
- operational excellence, reflecting the processes - and the outputs - required to achieve the various outcomes
The final three perspectives focus on ensuring that the organisation has the capability needed to support its people and processes in achieving the required outcomes. They are all underpinned by effective leadership and include
- an organisational culture focussed on innovation and learning rather than a blame culture
- supporting and developing people
- partnership working
As with the balanced scorecard, the titles of the perspectives will vary according to the needs of the organisation.
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| Max Moullin |
