Balanced Scorecard Use in New Zealand Government Departments and Crown Entities

Griffiths, John

doi:10.1111/j..2003.00350.x

Cited by 50 publications

(48 citation statements)

References 7 publications

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“…These findings are not inconsistent with other studies that have suggested that performance indicators used in the public and health sectors do not provide relevant information to position the organisations for future challenges. 3,13 The literature defines three main phases in the development of performance monitoring: an initial focus on the financial perspective, moving to multi-dimensional performance measurement frameworks (such as the balanced scorecard), and more recently, a greater link to realisation of strategy. 14 The balanced scorecard, with a 'balance' of financial, operational and customer satisfaction indicators, as a foundation to strategy maps, has been identified as an effective tool to monitor and improve organisational performance.…”

Section: Discussionmentioning

confidence: 99%

Performance monitoring in the Victorian health care system: an exploratory study

Leggat

Bartram²,

Stanton³

2005

Aust. Health Review

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This paper reports on an exploratory study which aims to improve our understanding of how the Chief Executive Officers of Victorian health services monitor strategic and operational performance in their organisations. As a component of a large scale human resource management study, we surveyed 130 Chief Executive Officers (CEOs) of Victorian health sector agencies. Our findings suggest that performance monitoring was more advanced among the larger Victorian health sector organisations, and that there were areas for improvement throughout the system. Overall, the CEOs reported limited use of performance indicators related to service and clinical perspectives, with financial and volume indicators most widely used. There was little evidence that these organisations had processes in place (such as benchmarking and linking required outcomes to staff performance management) to understand the implications of the performance information and translate them into management action. The findings suggest that the sector requires technical expertise and support in data reporting, benchmarking and quality improvement in order to improve performance monitoring and ensure its relevance to strategic control, but further study is STRATEGIC DIRECTION, sound operations and effective performance monitoring are required to ensure high quality, safe and financially sustainable health care. Yet, in all industries we have seen the difficulty decision makers have in detecting poor performance early enough to respond effectively. 1 In the health sector there are many examples of health services that appear to be operating effectively, but which experience financial, quality or other crises in a relatively short time frame. In the absence of agreed national or statewide performance monitoring frameworks, many health services collect a vast amount of information, but appear to be unable to detect looming issues. This lack of strategic understanding and response may result because the organisation has not defined and does not collect the What is known about the topic? There is strong evidence that effective performance monitoring is a necessary prerequisite to improving organisational performance. What does this study add? Victorian health care organisations rely largely on traditional financial and service volume data in monitoring performance. Although there is strong research evidence of the importance of benchmarking, and of linking organisational performance requirements with staff performance management, the participants in this study had few processes in place to understand the implications of the performance information or translate them into management action. What are the implications?It is unlikely that health care managers currently have the information they require to successfully monitor organisational performance. Managers and policymakers need to focus on improving performance monitoring, including improving access to data and indicators that provide a more balanced view of performance and processes for effective linka...

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Section: Discussionmentioning

confidence: 99%

Performance monitoring in the Victorian health care system: an exploratory study

Leggat

Bartram²,

Stanton³

2005

Aust. Health Review

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“…[55,56]). These various forms of tools and measures have been shown to have an impact on organizational goals and strategies, as well as reporting for public accountability [57,58]. An important area of investigation is how the tools are used, what the assumptions in them are, and how institutions and organizations are affected by these systems [59].…”

Section: Theoretical Backgroundmentioning

confidence: 99%

Why Organization May Be the Primary Limitation to Implementing Sustainability at the Local Level: Examples from Swedish Case Studies

Keskitalo

Andersson

2017

Resources

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Abstract:Much of the effort to address environmental issues at the local level has focused on defining principles and aims rather than addressing the operational difficulties of implementation. Drawing upon insights from sustainability scholarship, this study reviews two cases: the development of a Swedish standard for implementing sustainable development at municipality, county council, and regional levels, and attempts by a small rural municipality to establish a process towards implementing the Aalborg Commitments. The research illustrates the specific organizational and managerial complexity of these case study experiences. It concludes that an organizational focus on integration and mainstreaming deserves particular attention to achieve broader sustainability, or related environmental or adaptation goals. The results, in particular, highlight the role that integrated management systems can play for sustainability work at the local level.

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“…Griffiths (2003), in examining the BSC adoption in three New Zealand public sector organizations, report that none of the case organizations has implemented a BSC fully because causal linkages between the measures in the four BSC perspectives have not been established [9]. Chan (2004), in his survey on using the BSC in municipal governments of the USA and Canada, note that there is only limited use of the BSC for performance measurement [3].…”

Section: The Balanced Scorecardmentioning

confidence: 99%

A value-based strategic management process for e-government strategy planning and performance control

2007

Proceedings of the 1st International Conference on Theory and Practice of Electronic Governance

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Creating values for citizens, businesses, as well as governments is the mission for launching e-government strategies and services. The effectiveness of e-government strategies depends heavily on the cause-and-effect relationships among strategic objectives, action plans, as well as performance outcomes identified and specified during the strategy formulation, project implementation, and performance measurement processes. The goal of this paper is to propose a value-based strategic management framework and process for supporting efficient and effective planning, implementation, as well as evaluation of e-government strategies. In the proposed process, concepts and methodologies including the balanced scorecard, strategy map, and strategy gap are adapted and integrated to illustrate the constructs, activities, and procedures of e-government strategic management.

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Balanced Scorecard Use in New Zealand Government Departments and Crown Entities

Cited by 50 publications

References 7 publications

Performance monitoring in the Victorian health care system: an exploratory study

Performance monitoring in the Victorian health care system: an exploratory study

Why Organization May Be the Primary Limitation to Implementing Sustainability at the Local Level: Examples from Swedish Case Studies

A value-based strategic management process for e-government strategy planning and performance control

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