Developing a Balanced Scorecard to measure performance (1998)

This report introduces the Balanced Scorecard as a comprehensive view of an organisation’s performance, tying long term goals and priorities with the actions required to achieve them. A balance is sought between the customer; business process; continuous improvement and financial perspectives.

The report presents five steps to producing a balanced scorecard and provides an illustration using local authority leisure services. It includes a brief review of ‘good’ performance measures and suggests that these are likely to be similar across different providers of the same services.

The Balanced Scorecard aims to be a management system as well as a measurement system.

Written by Accounts Commission for Scotland (Audit Scotland) June 1998