Frequently Asked Questions
Q1. What is the Council's approach to managing
A.The Balanced Scorecard is the newly
developed means of examining the council's performance against the
2011-16 Corporate Plan which was agreed in June by Council,
representing a very important change for the council. This new
performance tool will support managers and members in managing
performance throughout the council. It is a consistent approach for
supporting transparent performance management, from a whole council
level right through to individual units and teams.
Cllr Adrian Hardman, Leader of the
County Council, said: "The Balanced Scorecard
represents a very significant change for the County Council. It is
a new performance management system, which while common in the
private sector is far more efficient than a number of old systems
which it replaces. I believe it is vital in order to support the
council being transformed to deliver Better Outcomes and meet the
priorities of the new Corporate Plan, 'Worcestershire: Fit for the
Future', which is at the heart of providing continually better
services to our residents and businesses."
Trish Haines, Chief Executive of the
County Council, said: "I'm delighted that the Council wide
and Directorate level scorecards are now available on the council's
website for the first time. This is a good example of the way the
County Council is working towards more transparency and openness
with our residents."
"The Balanced Scorecard has been based on
feedback from residents and following national best practice to
ensure that the information presented is relevant to the people of
Worcestershire. We will develop the scorecard over time so that it
continues to help us deliver better services. We hope people will
take the chance to scrutinise how we are doing."
For further information, please email firstname.lastname@example.org.
Q2. How frequently will performance be
reported on the County Council website?
A2. Cabinet have decided that
performance updates will go public on the council's website from
the Quarter Two 2011/12 reporting period and this will be updated
every six months to coincide with the Q2 and Q4 reporting periods
of each financial year.
Q3. How did we decide on our key areas
An essential part of our transformation programme is
listening to what our communities, service users and businesses
think – and acting on it.
Some of the most far-reaching consultation we have
ever undertaken has helped to create this plan.
Previous surveys had already helped us to identify
what people believe are the most important things that make their
area a good place to live and what most needs improving.
During the most recent consultation, undertaken
during 2010, residents were asked their views about which
Worcestershire County Council services were most important to
protect, and which they felt should have less spent on them.
We used a variety of methods to engage with all
sections of the community:
- The Worcestershire Viewpoint citizens’ panel
- A ‘quick questionnaire’ in libraries and customer
- The same questions published in local
- Distribution of the questions to hard-to-reach
- An innovative online budget simulator.
We used established links to distribute surveys to
voluntary sector organisations, service users and specific groups
such as gypsies and travellers and migrant workers. This helped us
to reach people who would otherwise have been less likely to take
part in the consultation, such as disabled people and minority
ethnic people. We also heard from children and young people using a
tailored survey circulated via the Youth Cabinet, youth centres,
youth groups and high schools.
Well-attended public road shows in town centres and
community settings helped councillors and senior officers to hear
from local people face-to-face. These were followed by a series of
budget consultation meetings with local communities, including
businesses. The large sample size and good cross section of the
population helped us to draw confident conclusions.
The results were published and used to inform our
priorities, including the key areas of focus in this plan. We will
continue to make local people aware of the results of our
consultations and explain how the outcomes have affected our
decision-making. We have also listened to residents’ and businesses
views on the specific content of this document.
We have identified consultation and involvement as
an area for continual improvement, so we can reach out to all
sections of the community, and we anticipate that our councillors
will have a key role to play in this vital engagement.
Research from one of the UK’s leading market
research companies, Ipsos MORI, shows that, while we will not be
able to please every resident, we must be able to demonstrate that
our decisions take into account the views of local people, and that
those decisions are made in a fair and transparent way.
We will continue to examine how satisfied local
people are with their services and their area, and whether they
feel informed or able to influence decision-making because those
are important ways for us to make sure that we are delivering
effectively on their behalf.
More information and ways to get involved with our ongoing
consultations, and those of our partners, can be found online at
Q4. How can I comment on Worcestershire's
You can contact us in the following
By telephone – 01905
By email – email@example.com
By Post – Worcestershire
County Hall, Spetchley Road, Worcester, WR5 2NP.
Q5. What is a Balanced Scorecard / why
did the council choose to use one?
In examining our performance against our
Corporate Plan we use a Balanced Scorecard tool. This supports
managers and members in managing performance throughout the Council
and is tailored to Worcestershire. The balanced scorecard was
developed in the early 1990s by Robert Kaplan and David Norton as
an approach to strategic performance management and measurement.
Norton and Kaplan observed that traditional performance measures
based on financial accounts gave an incomplete picture of an
organisation’s performance. They created the balanced scorecard to
provide a more rounded view.
The purpose of the Balanced Scorecard
presentation is to show the relationship between the intended
outcomes of the Corporate Plan with the vital finance, workforce
and process measures that will support their delivery. The
indicators have been specifically designed to reflect the needs of
the Council rather than meet central government requirements,
following consultation with a focus group of residents. The
Balanced Scorecard will be the means of assessing success against
the Corporate Plan and it's availability to the public is a key
means of the Council being accountable to local
The original authors, Kaplan and Norton define
the balanced scorecard as follows:
“The balanced scorecard translates an
organisation’s mission and strategy into a comprehensive set of
performance measures that provide the framework for a strategic
measurement and management system. The balanced scorecard retains
an emphasis on achieving financial objectives, but also includes
the performance drivers of those financial objectives. The
scorecard measures organisational performance across four balanced
perspectives: financial, customers, internal business processes and
learning and growth.”
Q6. What do the coloured (RAG) assessments on the
Balanced Scorecard mean?
Red, Amber, Green assessments are used as a coding system for
good or bad performance - usually known as a RAG rating. For
example in relation to the performance of a company in relation to
meeting it's objective, red would mean inadequate performance,
amber would mean reasonable performance, and green would mean
performance has been achieved.
The statuses are based upon an examination of
current performance/activity by the indicator. A status is applied
based on current performance, potential for improvement on current
performance in the future, and the risk of a target/outcome not
being achieved by its end date.
Green - This indicates good
performance, either at or ahead of the expected position at the
current point in time.
Amber - This indicates
performance which is in-line with or marginally below the expected
Red - This indicates poor
performance, significantly below the expected position.
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This page was last reviewed 28 June 2013 at 14:41.
The page is next due for review 25 December 2014.