Balanced Scorecard

Putting Balanced Scorecard into practice

Service scorecards

Each head of service is required to produce a service scorecard, ensuring that all the individual service actions of our services are in line with delivering against the council scorecard.

This must contain the key priorities necessary within their area to deliver both our corporate objectives and individual service priorities.

The Service Scorecard Pack comprises:

A strategy statement for each service area, setting out the medium to long term vision for that service, incorporating other strategy requirements prepared to meet the government's requirements e.g. Education Development Plan, Libraries Plan, Housing Strategy
A strategy map which sets out the service objectives
A service scorecard setting out the measures which will be used to measure progress against the objectives, identifying which Council Scorecard Strategic Objective each service objective is driving forward. The relevant key Best Value Performance Indicators. All Comprehensive Performance Assessment and Local Public Service Agreement targets are included in a service scorecard
An implementation plan setting out the specific actions that need to be taken within the service to achieve the service objectives and targets to drive these forward. These plans also state how the service will be responding to any relevant Comprehensive Performance Assessment improvements and best value review improvements
Other performance indicators that will be used to monitor performance for those services (including relevant statutory performance indicators and local management indicators)

Please note: We have integrated all of the targets and measures from the Comprehensive Performance Assessment and the Local Public Service Agreement into the scorecard structure, which has simplified the management of the council and ensures we have a clear focus for our services.

Links to other plans and processes

Our priority actions directly link to the longer term actions in the Community Strategy, these actions are taken from the annual Service Scorecards that underpin the community priorities, which form the basis of the work for the Partnership that agrees the plan.

It is crucial that there is a strong and clear link between how we plan to spend our money and the service planning process, our 3 year Medium Term Financial Strategy sets out what the priority areas for funding are over a 3 year period and the annual budget process ensures that individual savings and growth decisions made at service level are in line with this.

The other plans required by government departments are linked into the individual service scorecard packs.

Accountability

The development of the scorecard has simplified what each manager needs to do to improve our services. It also makes managing the complex modernisation process more understandable to councillors, the public and staff and enables people to understand their roles and responsibilities.

Each Head of Service has an annual assessment with Members on how they have delivered against their Service Scorecard, and their future priorities for improvement.

Employees below this level, have annual appraisals, where the objectives and targets are considered as part of the process.

Progress against the council scorecard strategic objectives and specific targets are monitored quarterly by the Executive of the Council and in some cases monthly by the Corporate Management Team.

Contact

Amir Rashid

Group Manager - Performance and Innovation

Roycraft House

Barking

IG11 8HE

Tel: 020 8227 2317

Fax: 020 8227 2806

Email: amir.rashid@lbbd.gov.uk|