Revitalising strategic planning: introducing the Balanced Scorecard

摘要

From the perspective of the Service's senior management team, the plans which emerged from individual teams are sharper, better focussed and are clearly evidence based. As discussed above, an unforeseen consequence of introducing the Scorecard is that it has drawn attention to the need to consider how the skills, attributes and behaviours required by staff will be measured. This extends beyond the scope of the current Scorecard and has required a different approach to achieving this. Modified and further amended on an annual basis, the Scorecard is now an established keystone in the annual planning cycle. Despite some initial lack of engagement, teams now view use of the Scorecard as the vehicle for planning. It is evident that the Scorecard has the potential to extend its role, and the next phase is to evaluate how it might drive behavioural change and provide a more complete governance model for strategic planning.