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VOIE N. SOLIBAN
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BSC as Approach to M&E
What is the Balanced Scorecard (BSC)?
Developed by Robert Kaplan and David Norton of Harvard in 1990 Provides a new way of measuring organizational performance: Financial performance measures cannot be the only metric to assess an organization’s performance. Provides a foundation for measuring and managing the value created by other facets of an organization: intangible assets such as employees, processes and systems, customer relationships.
The BSC is a strategic management system (and not only a measurement system) that enables the organizations to clarify mission / vision and strategy and translate them into action. When fully deployed, the BSC transforms strategic planning from an academic exercise into the nerve center of an enterprise.
targets. Efficient processes. Skilled workers . Satisfied stakeholders.BSC Continuum: Alignment tool Mission Why we exist? Vision What we want to be Strategy How do we achieve our mission/vision? Strategy Map Translation of the strategy Scorecard Measure. initiatives Strategic Outcomes Poverty alleviation.
BSC M&E Process Translate strategy into objectives Report results Develop measures and targets Analyze data Collect data .
Strategy map and Scorecard: Alignment tools Strategy Map Financial perspective Scorecard Objectives Measures Targets Initiative Customer satisfaction Process Improvements Organizational learning & growth .
BSC Basics: Strategy Map It is a visual presentation of an organization’s strategy towards the attainment of its mission and vision. . vision and strategy (ies). It shows the alignment of an organization’s objectives with its mission .
Building Blocks of a Strategy Map Mission/ Vision/ Strategy Objec tive Objec tive Objec tive Objec tive Objec tive Financial Objec tive Customer Internal Processes Learning and Growth Objec tive Objec tive Objec tive Objec tive .
Benefits of Using the BSC Strategy Map Sound Financial Management Provides focus Clients Communicates and educates multiple stakeholders about strategy Internal Process Each part of the organization aligns to common objectives Learning and Growth Promotes Transparency and accountability .
Strategy Map Example Province of Bohol A-04-PGBH-002: Project Identification and Development using the Local Poverty Reduction Action Plans (LPRAP) .
Strategy map Mission Vision Strategy BSC Basics Terminology and Concepts Building blocks Perspectives Objectives Cause –effect relationships .
Example: Private sector Operations management BSC Basics Strategy Customer management Mission and Vision: Increase in profit Innovation .
services processes & relationships Examples of organizations with focused strategy Jollibee Chowking Yellow Cab McDonalds SMART GLOBE HSBC BPI SONY Microsoft HP Mercedes Benz .BSC Basics Strategy Strategies Operations management Customer management Innovation processes Definition Producing and delivering products and services to customers in the cheapest and most efficient way Establishing & leveraging relationships with customers by deepening relationships with customers Developing new products.
Example: LGU context Eco-tourism BSC Basics Strategy Agriculture Mission/ Vision: Improve the plight of the province Coastal resource management .
A scorecard is commonly cascaded within the organization’s hierarchy .BSC Basics Scorecard A scorecard contains a set of grouped objectives and metrics derived from an organization’s strategy A scorecard may represent an organizational group.
scorecards within an organization are strategically aligned and linked to one another. .BSC Basics Scorecard Ideally.
Customer. Learning & Growth Perspectives may be customized to the organization Perspectives possess a cause-and-effect relationship. Commonly used perspectives are: Financial. Institutional Process Improvement. driving toward the final perspective .BSC Basics Perspective A perspective is a grouping of objectives and metrics within a scorecard.
e.BSC Basics Objective Describes what you must do well in order to effectively implement your strategy a ‘verb noun’ statement for a desired business outcome.g. Enhance the capacity of HR personnel and line managers in human resource management and development often represent elements of a strategic plan can be linked and cascaded ..
objectives. associated resources. and milestones. and or measures . typically have a start and end date. action plans or outputs.BSC Basics Initiatives are also called projects. can be linked to scorecards.
Process Step 1: Perspectives Step 2: Objectives Step 3: Measures Step 4 Baseline Data Step 7: Evidence Step 6: Baseline Rating Step 5: Target .
Balanced Scorecard Framework (Private Sector) Financial “To succeed financially. what business processes must we excel at?” Learning and Growth “To achieve our vision. how should we look to our shareholders?” Customer “To achieve our vision. how will we sustain our ability to change and improve?” . how should we appear to our customers?” Mission/ Vision and Strategy Internal Business Processes “To satisfy our shareholders and customers.
buyers.Objectives Private vs Public Features Sector BSC Private Sector Competitiveness: uniqueness Features General Strategic Goals Public Sector Mission success: fulfillment of mandate Stakeholders Stockholders. managers Profit Taxpayers. recipients. Customer Satisfaction/ Development Desired Outcome . constituents Constituents served. legislators.
Action program to achieve target. Objectives Measures Targets Initiatives Learning and Growth .Scorecard Components Strategy Map Sound Financial Management Elements Objective.Required level of performance.How performance against objective is Monitored Clients Target. Internal Process Initiative .What the strategy is trying to achieve Measure.
timeliness and/or cost . quality.What is a measure Elaborations of the objectives Measures are what you look for when evaluating whether the objectives are attained. Expressed in terms of quantity.
When riders get into his cab.Determining what really counts! In Davao City. The priest was angry and asked Saint Peter. they pray!” . a priest and a taxicab driver died and went to heaven. Saint Peter then showed the driver his eternal dwelling place – a mansion. Saint Peter then showed the priest his eternal dwelling placea shack. “Why the difference?” Saint Peter said. people sleep. “when you preach.
Examples Improvement in productivity level of farms Increase in adoption rate of new farming technology Improvement in quality . agriculture.Impact measures Measures at this level track the effects of training on the attainment of the objectives of the development thrusts (e. eco-tourism) that lead to better customer satisfaction.g.
Impact measures Advantage Track the benefits received at the customer level Establishes more accountability among the stakeholders Disadvantage Difficult to isolate the effects of training Not within the control of trainees/training .
Monitoring and Evaluation What is M&E? Why is it important? What are the current approaches to M&E? .
analyzing and reporting information during the implementation to enable management and key stakeholders to judge progress and quality of implementation. identify and solve problems and improve quality.Monitoring and Evaluation What is M&E? Monitoring continuing function of systematically collecting. Source: Unsaid … . Emphasis is on activity and output levels.
Emphasis is on outputs.Monitoring and Evaluation What is M&E? Evaluation periodic systematic and objective assessment of the relevance. outcomes and impact Source: Unsaid … . efficiency. effectiveness. impacts and likely sustainability of an ongoing or completed activity.
2004 . and Approaches.Monitoring and Evaluation Why is it important? Learn from past experience Improve service delivery Plan and allocate resources Demonstrate results as part of accountability to stakeholders Source: Monitoring & Evaluation: tools. World Bank. methods.
methods and approaches to M&E? Performance indicators Formal surveys Rapid appraisal methods Participatory methods Public expenditure tracking surveys Cost-benefit and cost-effectiveness analysis Impact evaluation Source: Monitoring & Evaluation: tools. World Bank. 2004 . methods. and Approaches.Monitoring and Evaluation What are the current tools.
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