1. YOSELP 13th and 14th November 2012
Balanced Scorecard
YOSELP 13th and 14th November 2012

2. Levels of measuring impact (measure the mix)
Inputs are all of the resources you and costs that organisations require to carry out the activities that aims. For example, all the costs associated with delivering a training programme.
Outputs are the direct result delivering that activity. For example, number of attendees qualifications attained, hours of learning, new skills learned.
An outcome is the immediate changes or effects on the recipients of your outputs, whether these are individuals or groups. For example, new skills that increase capacity or employer measurably.
Impacts are the clearly attributable longer-term effects on whole groups, communities, society at large or the environment. For example, increased capacity deliver social change.
© Real Organisation “All rights reserved” Real Partners Community Interest
Company Registration No:

3. What is Balanced Scorecard?
Balanced Scorecard is....
A strategic management tool that provides a snapshot of how the organisation is progressing towards the achievement of its strategic goals
A way to gain an early insight into your organisation challenges that will prompt immediate action
A communication tool that develops your understanding of the links between Finance, Operations, Stakeholders and your Culture
A performance management tool which creates a “line of sight” between top leaders and the frontline
A way in which managers lead in a more balanced way

4. Measuring Impact – traditional balanced scorecards
© Real Organisation “All rights reserved” Real Partners Community Interest
Company Registration No:

5. Community and Beneficiary
Examples of the quadrants in new social balance scorecard (see website for more links examples and information)
Community and Beneficiary

6. So how does a Balanced Scorecard improve your focus....
Currently
Currently may track your performance in a number of different ways none of which relate to each other
Your current measurement systems and management information may not give you enough insight as to your delivery against your key focus areas.
Your current measures may have driven some of the wrong behaviours.
With the scorecard….
There is a clear communication about your focus, performance is measured against targets and within tolerances, which allow action individuals to understand how their actions plans add value.
You are able to predict future performance in your key focus areas.
You have the opportunity to measure whole of the organisation routinely and celebrate success in a balanced way.
You are able to recognise if under-performance in a given area of the organisation has an effect on other areas.
The parameters for “good” and “poor” performance are clearly defined and applied consistently. 5

7. How does it all fit together?
Key Focus Areas
update the plan
test the hypotheses
Strategic Learning Loop
BUDGET
BALANCED SCORECARD
diagnosis and feedback tool
Management Control Loop
allocation of cash
reporting
PERFORMANCE
Input (Resources)
Output (Results)
Initiatives & Programs

8. C u l t e r O p e r t a C a s h & o t C u s t o m e r
Development Plans
On site visits
Measure
Evaluations
Employee Relations
Group Risk Matrix
Apprentices hired
Colleague Retention
Risk Governance
Colleague Turnover
Leader Out & About
Courses Completed
Staff Survey
Monthly 121s
Audits
Cash Reserve
Revenue
Treating Customers Fairly
Cost vs. Revenue
Complaints Handling
Revenue Mix
Community Impact
Margin per project
Service User Outcomes
Donations made C a s h
& o t
Profit Before Tax C u s t o m e r
SROI

9. Company Registration No: 7178832
Traffic lights flag issues on both lead and lag measures Reporting and Managing exception
Red light
Pre-defined tolerance levels
Green light
Amber light
Blue light
© Real Organisation “All rights reserved” Real Partners Community Interest
Company Registration No: 9

10. Working in a more balanced way towards your key focus areas
If you create an open and innovative culture that engages and focuses your colleagues…
... to deliver a strong performance on generating revenue and saving costs…..
thereby delivering value to your all of key stakeholders
…and take more personal responsibility for the quality way in which you operate …
…you will deliver for your customers, service users and communities…….

11. Measures Each measure needs to be defined and reviewed frequently
What and how to measure
Type of measure (i.e.. £ % no. ratio RAG etc.)
Targets and tolerances
Frequency of measure
Owner of the measure
Reviewing of the measure definitions

12. Building a scorecard together as an organisation
Make it simple and easily understood by all levels of staff
Visual communication tool:
Displayed prominently
Eye-catching
Data displayed graphically so staff can see the trends and targets
Allows for management by exception:
Only investigating those measures off track and celebrate successes often
Helps to deliver strategic objectives:
A tool to monitor delivery driven bottom up
Reflects what the company looks to achieve
Drives out actions
Track the same measures:
Targets and tolerances are developed by delivery teams and agreed by senior managers
Regular reviews allow for any issues with measures to be raised
Ownership is at team level
Accountability for each measure should be driven as far down to individual members of staff as possible
© Real Organisation “All rights reserved” Real Partners Community Interest
Company Registration No:

13. Cascading and aligning scorecards
When cascading balanced scorecard it is important that this is aligned to a Group Scorecard, which reflect current key areas of focus.
Key Focus Areas
Objectives
Measures
Group
Organisation, Unit
and Function
Team
and Individual