Balanced Scorecard is a planning, measurement and communications tool first proposed by Robert S. Kaplan and David P. Norton (“Using the Balanced Scorecard as a Strategic Management System.” Harvard Business Review, January-February, 1996, 75-85.) By using the scorecard, an organization can help ensure that its mission, budget, and projects are synchronized, all working toward the same ends, and can objectively measure how well it is doing at achieving its strategic goals.

The premise of the Balanced Scorecard is similar to a school report card: an organization has several dimensions of performance, and can measure its performance from these different perspectives. For public sector organizations, the Balanced Scorecard perspectives include:

• Public value—the ultimate outcomes we're trying to achieve,
• Customer satisfaction,
• Financial management,
• Internal processes, and
• Organizational learning.

Description	Tool
Tool: “Using the Balanced Scorecard” is a brief (three-page) tool that can be used to identify performance measures for a program from the five scorecard perspectives. (Mary Campbell, Governor's Office).	Using the Balanced Scorecard
Background: Balanced Scorecard presentation given by Robert Kaplan to Washington Quality Consultants in 1999 (PowerPoint, 399k; PDF is 250k).	Background: Balanced Scorecard
Example: DSHS Balanced Scorecard showing general measures for each perspective (BalSkorCd), and actual data for the measures (DSHS Accountability Scorecard 09-13-02). Alice Liou, DSHS.	DSHS Balanced Scorecard DSHS Accountability Scorecard
A one-page Powerpoint slide developed by René Ewing to highlight similarities and differences between the Balanced Scorecard and Malcom Baldrige models.	Balanced Scorecard v. MBNQA