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Using the Balanced Scorecard to Measure government PerformancePresentation to theWorld Bank Washington, DC April 2002 This presentation was prepared by:Aaron A. EstisSenior ManagerKPMG Consulting303 Peachtree Street, Suite 2000 Atlanta, Georgia 30308(404) Welcome Defining the problem performance Measurement The Balanced Scorecard Measuring government PerformanceDefining the Problem Weak market signals Indirect impacts Broad and vague government goalsPerformance MeasurementWhy performance Measurement? Rise in the demand for accountability The burden of supplying public goods Deceptive monopoly It worksStrategy is the Starting PointWe define strategy as an integrated set of actions consistent with a long-term vision of the business, to deliver value to a chosen set of customers with a cost structure that allows continued excellent returns. In this definition, every business is a value delivery of performance Measurement Law of unintended consequences Too much paper Too much time Measure what you measurePerformance Measurement is a way to gauge the direction and speed of Measurement provides the means to establish a common denominator for comparisons over timePresentStateBaselineGoalsPerformance MeasurementFutureStateOverall PerformanceTargetBaselineCurrent PositionBalanced ScorecardThe Balanced Scorecardis a technique toalign Critical Success Fa
Using the Balanced Scorecard to Measure Government Performance Presentation to the World Bank Washington, DC April 2002
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