Balanced Scorecard

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 Balanced Scorecard
Dari Faktor Akibat ke Faktor Penyebab
Dari Kontrol Keuangan ke Kontrol Strategis –
Kritik Kontrol Manajemen Tradisional

Kelemahan Kontrol Keuangan:

• Bukan informasi utama untuk pembuatan keputusan (Goldenberg & Hoffcker, 1994).
• Gagal menyajikan informasi prasyarat organisasi & strategi masa kini (Peters, 1987).
• Mendorong pemikiran jangka pendek & mengabaikan parameter utama lain (Nils-
Goran Olve, et al., 1999).

• Hanya memainkan peran sekunder dari accounting keuangan (Johnson & Kaplan, 1987).
• Menyajikan informasi salah untuk alokasi biaya dan kontrol investasi (Johnson &
Kaplan, 1987).

• Memberikan informasi yang tidak dimengerti karyawan (Shank & Govindarajan, 1993).
• Kurang memberikan perhatian terhadap lingkungan bisnis (Eccles & Pyburn, 1992).

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 Karakteristik Sistem Pengukuran yang Baik

1. Sebaiknya sedikit namun vital dari pada banyak tetapi tidak

bermakna.
2. Mengkaitkan visi, nilai dan faktor-faktor sukses kunci.
3. Pengukuran memfokuskan pada informasi masa lalu, sekarang
dan masa depan.
4. Pengukuran perlu mempertimbangkan kebutuhan pelanggan,
karyawan, dan pihak-pihak terkait.
5. Pengukuran dapat dijabarkan secara konsisten dari seluruh level
di organisasi.
6. Pengukuran sejenis sebaiknya dijadikan indeks.
7. Pengukuran sebaiknya berubah sesuai perubahan strategi &
situasi.
8. Pengukuran sebaiknya mempunyai target & berbasis penelitian.

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 Problem Umum Sistem Pengukuran

1. Terlalu banyak data.

2. Semua ukuran fokusnya jangka pendek.
3. Lemah dalam detail.
4. Ukuran mengarahkan pada kinerja yang salah.
5. Ukuran terhadap tingkat keramahan bukan terhadap
kompetensi karyawan.
6. Ukuran terhadap proses kerja bukan pada hasil kerja.
7. Ukuran mendorong terjadinya kompetisi dan memecah belah
teamwork.

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 Balanced Scorecard?
Pada tingkatan tertinggi, Balanced
Scorecard merupakan suatu kerangka
yang membantu organisasi
menterjemahkan strategi kedalam
tujuan-tujuan operasional yang
berdampak pada perubahan perilaku
dan kinerja.

‘The Strategy-Focused Organization's -

Prof. Kaplan & Dr. Norton 2000

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 Balanced Scorecard membentu
menterjemahkan strategi . . .
1 Memahami visi 2 Menterjemahkan 3 Membangun &
Anda di masa depan visi Menyatukan
program & kegiatan.
Balanced Scorecard Shareholder
Financial Perspective Value
Activity
"How do we look Based
to our Costing
shareholders?" Customer
Satisfaction
Business
Jobs of the Process
Vision/ Customer Perspective Business Processes Future Reengineering

Mission "How do we
look to our
"What business
processes are the
Total
Quality
customers?" value drivers?"
I/T Time Based
Empowered Management

Organisation Learning Core Process

Organisation
" Are we able to Core
sustain innovation, Competencies
change &
improvement?" Continuous
Improvement

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 Double-Loop Management: Membuat Strategi sebagai
Proses Berkelanjutan
85% tim managemen
menghabiskan waktu kurang
Strategi dari 1 jam per bulan untuk
membahas isu-isu strategis
Update Strategi
Strategic Learning Loop
Test Hipotesis

Balanced Scorecard 92% organisasi tidak

melaporkan indikator2
Budget penyebab

Pendanaan Management Control Loop Pelaporan

Performance
INPUT OUTPUT
(Resources) Initiatives & Program (Hasil)

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 Membangun Balanced Scorecard
Vision Menjadi organisasi macam apa di masa depan?
Corporate Scorecard
Strategy Bagaimana organisasi mencapainya?

Strategic Bagaimana mencapainya ditinjau dari

Objectives 4 perskpektif?

Financial Customer Internal Learning &

Growth

Measures Apa detail ukuran guna mengarahkan

pada pencapaian strategi?
Lead Lag Ukuran mana sebagai sebab dan akibat?
Strategic Learning Stretch Targets Apa target masing-masing ukuran?

Initiatives Apa program kerjanya supaya target

tercapai?
Linkages:
Apakah scorecard-nya sudah
Theory of doing
Business mencerminkan keadaan organisasi
sebenarnya?
Implementation
(Deployment)
Definisi Scorecard
1. Misi: Mengartikulasikan alasan & tujuan hidup organisasi.

2. Strategi: Suatu kumpulan hipotesa mengenai bagaimana

organisasi akan mencapai misinya. Mengindikasikan bagian-
bagian fokus, dan elemen-elemen kunci dari sasaran strategis.

3. Perspektif: Suatu kumpulan sasaran strategis di dalam suatu

bagian pada suatu tingkatan organisasi. Termasuk di dalamnya:
stakeholder, finance, customer, internal processes, dan learning
and growth. Bisa dimasukkan juga bagian lain jika dianggap
penting.

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Scorecard Definitions (lanjutan)
4. Strategic Objective: Suatu gambaran ringkas mengenai apa

yang penting dari misi/strategi organisasi (mis., Peningkatan

Market Share).

• Setiap perspektif sebaiknya berisi 1-2 ukuran terpenting.

• Ukuran tidak harus menjabarkan bagaimana sasaran secara

detail akan dicapai, tetapi gambaran besar mengenai apa yang

harus dicapai pada tingkat korporat.

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Scorecard Definitions (lanjutan)
5. Strategic Measure: Suatu hal yang terukur dari faktor penyebab
dan akibat, yang jika dicapai, mengimplementasikan strategi.
Biasanya termasuk suatu gambaran keuangan, jumlah, prosentase,
rasio, atau indeks.
A. Driver measure/ukuran penyebab: Ukuran yang paling
menyebabkan sasaran strategis.
• Contoh: “Jumlah Pasien Datang” adalah ukuran yang
paling menyebabkan sasaran strategis “peningkatan
market share.”

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Scorecard Definitions (lanjutan)
5. Strategic Measure:
B. Outcome measure/ukuran akibat atau hasil: Ukuran yang
menunjukkan hasil terukur (atau hasil pengganti) atas
tercapainya sasaran strategis.
• Contoh: “% share of market” adalah ukuran hasil dari
ukuran penyebab “Jumlah Pasien Datang,” dan sasaran
strategis “Peningkatan Market Share.”

6. Strategic Initiative: Program-program inti yang harus dikerjakan,

yang jika dicapai secara langsung akan mengarahkan pencapaian
sasaran strategis.

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 Hubungan Cause-and-effect
Financial ROCE

Customer Customer Loyalty

On-time Delivery

Internal Process Process Process

Quality Cycle Time

Learning & Growth Employee Skill

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 Perspektif Keuangan
• Apa yang diharapkan shareholders
dari organisasi? Generic Financial Framework:
• Dari visi/misi dan strategi,
Return
identifikasi Strategic Objectives kritis.
• Untuk setiap Strategic Objective,
Growth Productivity
identifikasi ukuran penyebab strategis „93 „96

What is the Financial Gap?

& ukuran hasil strategis.

Strategic Objectives Strategic Measures

(Driver & Outcome)

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 Tema-tema Strategis
Keuangan
• Revenue Growth
• Revenue Mix
• Cost Reduction
• Productivity Improvement
• Asset Utilization
• Investment

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 Strategic Objectives for Finance
Objectives Level Measures
Survival Corp/SBU/Dept Cash flow
Success Corp/SBU/Dept Sales growth
Success Corp/SBU/Dept Operating income
Prosperity Corp/SBU/Dept Market share
Prosperity Corp ROE
Profitability Corp/SBU/Dept % turnover growth compared to plan
Profitability Corp/SBU % product turnover growth
Profitability Corp/SBU Revenue from new products as % of total sales
Profitability Corp/SBU Gross profit
Profitability Corp Net profit before tax
Profitability Corp Net profit after tax
Profitability Corp/SBU Profit per employee
Profitability Corp/SBU Profitability per unit
Profitability (customer) Corp/SBU Net profitability of customer (after allowing for customer support expenses)
Profitability (customer) Corp/SBU Net profitability of segment (after allowing for segment support expenses)
Earning rate Corp/SBU Profit after turnover tax
Earning rate Corp/SBU Net profit
Earning rate Corp/SBU Per capital ordinary profit
Earning rate Corp/SBU Profit ratio of total liabilities and net worth
Earning rate Corp/SBU Break even point ratio
Earning rate Corp/SBU Revenue per employee
Earning rate Corp/SBU % losses
Earning rate Corp/SBU Cross sell ratio
Earning rate Corp/SBU New revenue per salesperson
Return on investment Corp/SBU Return on investment
Return on assets Corp/SBU Return on assets

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 The Customer Value Proposition
Generic Model
Value = (Product / Service Attributes) + Image + Relationship

Functionality Quality Price Time

Example: Retail Banking

Product Attributes Image Relationship

VALUE
PROPOSITION
Breadth of Seamless Knowledge- Personal
Error Free Convenience
Offering Services able Advisor

Service Request
STRATEGIC
Failure Fulfilment
MEASURES
Index Time
Customer Segment New Customer
Core
“Very Satisfied” Share Customer Retention
Survey Acquisition Measures

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 Perspektif Pelanggan
• Apa yang pelanggan harapkan dari Organisasi?
Generic Customer Framework:
• Apa nilai unik yang dapat ditawarkan (Product/
Value = (Product / Service Attributes) + Image + Relationship
Service attributes, image, relationship)?
• Dari visi/misi dan strategi, identifikasi Strategic Functionality Quality Price Time

Objectives kritis.
• Untuk setiap Strategic Objective, identifikasi
ukuran penyebab strategis & ukuran hasil strategis.

Strategic Measures
Strategic Objectives (Driver & Outcome)

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 Kelompok Ukuran Pokok
Pelanggan
• Customer Acquisition
• Customer Profitability
• Customer Retention
• Customer Satisfaction
• Market Share

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 Strategic Customer Objectives
Objectives Level Measures
Increase customer base Corp/SBU Ratio of new customer revenues per dollar of solicitation expense
Increase customer base Corp/SBU New accounts opened per year
Increase customer base Corp/SBU Number of strategic / key customers
Customer satisfaction Corp/SBU Overall satisfaction index (survey)
Customer satisfaction Corp/SBU % customers who feel company is dedicated to satisfaction
Customer satisfaction Corp/SBU Satisfaction with product line
Customer satisfaction Corp/SBU Satisfaction with product breath
Customer satisfaction Corp/SBU Satisfaction with product performance
Customer satisfaction Corp/SBU Customer retention
Customer satisfaction Corp/SBU Complaints
Customer satisfaction Corp/SBU Customer service management (stats)
Customer satisfaction Corp/SBU Segmentation analysis
Customer satisfaction Corp/SBU Share of customer segment
Customer satisfaction Corp/SBU Service failure index
Customer satisfaction Corp/SBU Request fulfillment time
Customer satisfaction Corp/SBU Mystery shopper rating
Customer satisfaction SBU/Dept Long waiting times

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 Perspektif Proses Internal

Model Generik Value Chain

Post-Sale
Innovation Cycle Operations Cycle Service
Cycle
Identify
Customer Develop Market & Customer
the Deliver the Service
Need Market / & Launch Sell the Need
Products / the
Identified Create Products / Products / Satisfied
Services Customer
Service Services Services
Offering

“Innovation” “Operational “Service

Excellence” Quality”

• Dalam banyak kasus, value chain sebaiknya merefleksikan proses bisnis inti -
product development, customer acquisition / retention, fulfilment, customer service,
etc
• Sasaran sebaiknya berhubungan dengan proses inti atau intergasi prosesnya
• Tidak dianjurkan aktifitas pendukung (seperti, “mengidentifikasi customer
needs” or “mengelola HR”)

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 Perspektif Proses Internal
• Pertanyaan: Apa yang harus dikerjakan dengan baik di
dalam organisasi untuk membuat atau menyajikan
produk dan jasa pada pelanggan?
• Dari visi/misi dan strategi, identifikasi Strategic Objectives kritis.
• Untuk setiap Strategic Objective, identifikasi ukuran penyebab
strategis & ukuran hasil strategis.

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 Strategic Objectives dari
Perfpektif Proses Internal
Objectives Level Measures
Product development capability Corp/SBU Time to develop next generation of products
Product development capability Corp/SBU Return on R&D
Product development capability Corp/SBU Breakeven time
Product development capability Corp/SBU Investment in new product / service development
Product development capability Corp/SBU New product ROI
Time to market SBU Time from decision to market a product through the design & development
Time to market SBU Prototypes to the start of production
Marketing capability Dept Sales attainment rate
Marketing capability Dept Scheduled contract securing rate
Marketing capability Dept Ratio of sales calls to secured sales
Marketing capability SBU Cross sell ratio
Quality Corp/SBU/Dept Quality standards met (non-conformance)
Quality Corp/SBU/Dept % wastage
Quality Corp/SBU/Dept First time pass rate

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 Kategori Terpilih untuk Terciptanya Learning and Growth

Contoh Umum: Learning & Growth Objectives:

Organisational Employee Knowledge &
Climate for
=ƒ Competencies , Technology , Action
Learning Assets

Typical Learning & Growth Objectives

Knowledge & Climate for
Employee Competencies
Technology Assets Action
• Satisfaction • Strategic technologies • Accountability /
empowerment
• Retention • Strategic databases
• Alignment
• Productivity • Experience capture
• Morale
• % Strategic skills • Best practices
coverage • Teaming
• Patents, copyrights
• Training levels
• % Strategic Information
• Core competencies Availability

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Perspektif Learning & Growth
• Pertanyaan: Bagimana organisasi mampu belajar dan
meningkatkan (staff competencies, climate for action
and knowledge & technology assets) untuk bekerja
secara baik dan memuaskan pelanggan?
• Dari visi/misi dan strategi, identifikasi Strategic Objectives
kritis.
• Untuk setiap Strategic Objective, identifikasi ukuran penyebab
strategis & ukuran hasil strategis.

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 Sasaran Strategis:
Learning & Growth
Objectives Level Measures
Employee retention Corp/SBU/Dept % of key staff turnover
Employee retention Corp/SBU/Dept % staff turnover
Health & safety Corp/SBU/Dept Industrial accident occurrence rate
Continuous improvement Corp/SBU/Dept Employee involvement in quality projects
Continuous improvement SBU/Dept Number of completed QCC themes
Continuous improvement SBU/Dept Number of improvement proposals
Continuous improvement SBU/Dept Number of quality improvement teams
Continuous improvement SBU/Dept Number of suggestions implemented (employees, customers)
Employee development SBU/Dept Number of training course participants
Employee development SBU/Dept Number of newly qualified qualifications
Employee development SBU/Dept % employees on training path

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Proses Strategic Learning
 Suatu proses strategic learning sebaiknya:
– Mempunyai suatu kerangka umum yang
mengkomunikasikan Strategi Korporat.
– Memungkinkan karyawan melihat bagaimana mereka
memberikan kontribusi pada Strategi Korporat.
– Menguji asumsi dan hubungan antara sasaran strategi &
ukuran-ukuran yang digunakan.
– Memungkinkan data kinerja strategis dapat
dikumpulkan.
– Mempunyai pendekatan teamwork dalam menguji dan
belajar dari hasil atau umpan balik strategi.

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 1. Vision
Defined 2002 Vision:
Charlotte Residents Live In A Safe, Prosperous, Family
• Explosive Population Oriented City That They Can Be Proud Of 2. Themes
“Economic “Restructuring
Created
• Shifting of City Boundaries “Community Safety” “City Within a City” “Transportation” Development” Government”
• Widening Income Gap
Mission: The City will
• Dramatic Increase In Violent Crime build problem-solving
partnerships with our
Mission: This focuses
on comprehensively
Mission: Develop a
system of roads, transit,
dealing with the economic and air transport that is
• Inadequate Transportation citizens to prevent the
next crime and to
development and quality
of life issues in Charlotte’s
balanced and
coordinated in order to
Mission: The City will
deliver quality services
Mission: The City will
deliver quality services
enhance the quality of at competitive costs
older, urban offer citizens and at competitive costs
Infrastructure life throughout our
community, always
neighborhoods, including businesses safe,
both residential and acceptable, and timely
treating people with
fairness and respect.
business areas work travel and mobility
5. Measures
(Lead and Lag)
3. Performance 4. Objectives Identified
Model Created Defined
Objective Measure Actual Target Initiative
Customer Reduce
Increase
Increase
• The “Community Safety” Theme focuses on “preventing the next (FY) 94 95 96 97 98 99
Reduce Perception
Perception
The City of Charlotte Perspective Crime
Crime ofofSafety
Safety crime” and increasing the public‟s perception of safety by leveraging Reduce Crime  Crime Rate 22/ 20/ 18/  Community
City and community resources to more effectively fight crime Increase Perception of 1000 1000 1000 Watch
Safety  Citizen Surveys +5% +5%
City Clerk Mayor
Mayor && City
City Council
Council City Attorney • “Not only do people need to be safe, they need to feel safe.”
Expand Non-City  Funding Leverage  Fund
Funding Raising

City
City Manager
Manager
Financial
Accountability
Expand
Expand
Non-City
Non-City
Funding
• The City should expand and leverage its financial resources by
partnering with other public and private sources 6. Targets
Strategy

Perspective Funding
Secure Funding/  Number of Partners

Key Leadership
Leadership Team
Team • Partnering is the key:
Service Partners  Leverage Prospects Set
Key Business
Business Units
Units Key
Key Support
Support Units
Units Improve  Repeat Offender Arrests
Deputy
Deputy City
City Manager
Manager  Time
– To more effectively using private, community, state, and Federal Productivity  Time Allocation
• Aviation
Assistant
Assistant City
City Managers
Managers • Budget and Evaluation
Management
resources  Code Enforcement
Executive Programme
• Fire Executive Assistant
Assistant • Business Support Services Internal Secure Increase
 NBPS Usage 100
• Neighborhood Development Assistant
Assistant to
to City
City Manager
Manager – Communication and Process
Secure
Funding/Service
Improve
Improve
Increase
Positive – To more effectively using internal resources (i.e., targeting Increase Positive  Customer Surveys
Funding/Service Productivity Positive
– Community Development Information Services (CIS) Partners Productivity Contacts repeat offenders) Contacts
Perspective Partners Contacts
– Community Relations – Contracts Administrator
• Corporate Communications
– Equipment Services • Increasing positive interactions with community members can impact
– Economic Development Officer
– Employment and Training – Internal Audit the perception and reality of safety Enhance Knowledge  Information Access
• Customer Service Center
– Neighborhood Services – Internal Consulting Management Capabilities  IT Infrastructure  Awareness
• Training Team
• Planning – Public Service and Training
• Urban Projects Coordinator Close Skills Gap  Skills Gap Coverage
• Police Information • To succeed we must support employees with the training and
 Training
• Public Facilities and Engineering
• Solid Waste Services
– Purchasing
• Finance
Learning and
Growth
Enhance
Enhance
Knowledge
Knowledge
Management
Management
Close
Close
Skills
SkillsGap
Gap
Achieve
Achieve
Positive
Positive
Employee
Employee
technical resources to solve community problems
• Care must be taken to prevent “burn-out” by promoting an Achieve Positive  Employee Climate Survey
7. Initiatives
40 hrs 40 hrs

• Transportation • Human Resources Perspective Capabilities Climate

Capabilities Climate Employee Climate  Employee Goal Alignment
• Utilities environment which instills pride and motivation in the workforce
Mapped &
“Rapid Created
Development” -
Police Department
High Involvement Mission: The Charlotte Mecklenburg Police Department will build problem-solving
partnerships with our citizens to prevent the next crime and to enhance the quality of life
throughout our community, always treating people with fairness and respect.
Process Employed Customer Strengthen
Strengthen Reduce
Reduce
Increase
Increase Objective Lag Measure Lead Measure
Perception
Perception
Perspective Neighborhoods
Neighborhoods Crime
Crime ofofSafety
Safety
Secure Funding/Service  Number of Partners: #, type and role of partners
Partners assisting in achieving the objectives (e.g., # active
neighborhood and business watch programs
 Process Mapping: # process mapping projects
Leadership Workshop III: completed  Process Mapping: # targeted projects

Internal
Workshop I Workshop II Financial Expand Improve Productivity
 Customer Surveys: Results of survey of customers
Team Executive Briefing Expand
Non-City
Accountability Non-City concerning quality of contacts with CMPD officers
Workshops Perspective
Funding
Funding
Increase Positive Contacts  Neighborhood Problems: # of problems worked on

8. Framework Promote Community Based

 Teams: # Problem-solving teams; Ratio of time
spent on administrative tasks versus time spent in
community problem solving activities

Core Team
Develop
Measurement
Define Define
Develop Stretch
Targets;
Cascaded To Internal
Process
Promote
Promote
Community
CommunityBased
Secure
Secure
Funding/Service
Improve
Improve
Increase
Increase
Positive
Problem Solving

Enhance Knowledge  Information Access: % of officers effectively using  IT Infrastructure: # of laptops issued and #

Learning & Growth

Based Funding/Service Productivity Positive
Strategic Strategic Perspective Prob.
Prob.Solving
Solving Partners
Partners
Productivity Contacts
Contacts Management Capabilities technology (lap top computers), change in time officers trained to use
Activities Program Assist Development
Architecture
Objectives Measures
of Pilot BSCs Departments Close the Skills Gap
spent on administrative tasks
 Training: # hours of training for sworn and non-
sworn staff, improvement in skills available versus
 Training: Survey of employees to identify training
needs; % of needs with training opportunities
skills identified as needed identified and provided
Achieve Positive Employee  Employee Climate Survey: % of employees satisfied  Employee Involvement: # employees recognized
Enhance
Enhance Achieve
Achieve Climate with jobs per employee feedback survey; in employee recognition program
Learning and
Knowledge
Knowledge Close
Close Positive
Positive absenteeism rates
Growth Skills
Management
Management SkillsGap
Gap Employee
Employee
Develop Pilot Perspective Capabilities
Capabilities Climate
Climate
Extended Introduction BSCs:
Team and Objectives,
Activities Workshops Measures,
Targets

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 Community Safety
Mission: The City will build problem-solving partnerships with our citizens to prevent the next crime and to
enhance the quality of life throughout our community, always treating people with fairness and respect.
• The “Community Safety” Theme focuses on “preventing the
Customer Reduce
Increase next crime” and increasing the public’s perception of safety by
Perception
Perspective Crime
of Safety
leveraging City and community resources to more effectively
fight crime
• “Not only do people need to be safe, they need to feel safe.”

• The City should expand and leverage its financial resources by

Financial Expand
Non-City partnering with other public and private sources
Accountability
Funding
Perspective

• Partnering is the key:

– To more effectively using private, community, state, and
Federal resources
Internal Secure
Improve
Increase – To more effectively using internal resources (i.e., targeting
Process Funding/Service
Productivity
Positive repeat offenders)
Perspective Partners Contacts
• Increasing positive interactions with community members can
impact the perception and reality of safety
• To succeed we must support employees with the training and
technical resources to solve community problems

Learning and Enhance Achieve • Care must be taken to prevent “burn-out” by promoting an
Knowledge Close Positive environment which instills pride and motivation in the
Growth Management Skills Gap Employee
Perspective Capabilities Climate workforce

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 Community Safety Objectives and Measurements
Objective Lag Measures Lead Measures
Customer

Reduce Crime  Crime Rate: Part I and part II crime rates per 1000
population

Increase Perception of  Citizen Surveys: Citizen survey of residents’

Safety perception of safety in their neighborhoods

 Funding Leverage: $ of non-city government funds

Financial

Expand Non-City
Funding invested in strategic areas

Secure Funding/  Number of Partners: # of partners assisting in  Leverage Prospects: New funding/resource
Service Partners achieving the Theme’s objectives (e.g., community partners identified
watch programs)

 Repeat Offender Arrests: Repeat offenders targeted  Time Allocation: % of time in non-
Internal

Improve
Productivity and apprehended administrative tasks (e.g., patrol, investigation,
community relations)

Increase Positive  Customer Surveys: Results of survey of customers  NBPS Usage: Number of neighborhood
Contacts concerning quality of contacts with CMPD officers problems identified and assigned to teams
Enhance Knowledge  Information Access: % strategic information  IT Infrastructure: % completion of relational
Management Capabilities available vs. users’ requirements database to allow information sharing across
Key Business and Support Units
Learning &

 Skills Gap Coverage: Ratio of actual vs. required

Growth

Close Skills Gap

strategic skills  Training: # of training hours per employee on
strategic skills
Achieve Positive  Employee Climate Survey: % of employees
Employee Climate satisfied or very satisfied with jobs per employee  Employee Goal Alignment: Employee
feedback survey training/career development goal alignment with
Mission

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 Community Safety Theme Scorecard
Objective Measure Actual Target Initiative
(FY) 94 95 96 97 98 99
Reduce Crime Crime Rate 22/ 20/ 18/
Community Watch
1000 1000 1000
Increase Perception
of Safety Citizen Surveys
+5% +5%

Expand Non-City Funding Leverage Fund Raising Strategy

Funding

Secure Funding/ Number of Partners

Service Partners Leverage Prospects

Improve Repeat Offender Arrests

Time Management
Productivity Time Allocation
Programme
Code Enforcement
NBPS Usage 100

Increase Positive Customer Surveys

Contacts

Enhance Knowledge Information Access

Management Capabilities IT Infrastructure Awareness Training

Close Skills Gap Skills Gap Coverage 40 hrs40 hrs

Training

Achieve Positive Employee Climate Survey

Employee Climate Employee Goal Alignment

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 Police Department
Mission: The Charlotte Mecklenburg Police Department will build problem-solving
partnerships with our citizens to prevent the next crime and to enhance the quality of life
throughout our community, always treating people with fairness and respect.

Increase
Increase
Customer Strengthen
Strengthen Reduce
Reduce Perception
Neighborhoods Crime Perception
Perspective Neighborhoods Crime of
ofSafety
Safety

Financial Expand
Expand
Accountability Non-City
Non-City
Funding
Funding
Perspective

Internal Promote
Promote Secure
Secure Increase
Increase
Improve
Improve
Process Community
CommunityBased
Based Funding/Service
Funding/Service Productivity
Positive
Positive
Prob. Productivity
Perspective Prob.Solving
Solving Partners
Partners Contacts
Contacts

Enhance
Enhance Achieve
Achieve
Learning and
Knowledge
Knowledge Close
Close Positive
Positive
Growth Skills
Management
Management SkillsGap
Gap Employee
Employee
Perspective Capabilities
Capabilities Climate
Climate

Balanced Scorecard
Slide No: 32/31
 City of Charlotte
Customer
Perspective Reduce Increase Strengthen Enhance Maintain Provide Safe, Promote
Crime Perception Neighbourhoods Service Competitive Convenient Economic
of Safety Quality Tax Rates Transportation Opportunity

Financial
Accountability Expand Maximise Grow Tax Maintain
Perspective Noncity Benefit / Cost Base AAA
Funding Rating

Internal
Process Secure Streamline Promote Improve Increase Increase
Perspective Funding/Service Customer Community-Based Productivity Positive Infrastructure
Partners Interactions Problem Solving Contacts Capaciy

Learning and
Growth Enhance Knowledge Close Skills Achieve Positive
Perspective Management Gap Employee
Capabilities Climate

Objectives in grey are aligned to the

Department of Transportation

Balanced Scorecard
Slide No: 33/31