Balanced Scorecard

History of Utah’s Use of the Balanced Scorecard

Beginning after Governor Huntsman’s initial term in office, the Utah Policy Partnership in consultation with the Governor’s Office of Planning and Budget created a plan in September 2007 to bring a performance improvement tool used in the private sector to State Government. The vision of the balanced scorecard was to create a culture of quality governance by focusing on key performance indicators, aligning day-to-day operations with strategic vision and statutory mission and reporting key operational measures to the Governor’s Office with support from the Governor’s Office of Planning and Budget.

The Balanced scorecard was retired in Utah with the final reporting period of July 2013 to renew management focus by simplification of system identification and measurement using the SUCCESS framework. More information can be found on the SUCCESS framework at this link.

Balanced Scorecard Tool

The balanced scorecard is a management system (not only a measurement system) that enables organizations to clarify their vision and strategy and translate them into action. It provides feedback around both the internal business processes and external outcomes in order to continuously improve strategic performance and results. The outcome from a balanced scorecard planning process is a tool showing how an individual, department, and / or an enterprise is doing on its key performance indicators.

Decision makers examine the outcomes of various measured processes and strategies and track the results to guide the organization and provide feedback. The value of metrics is in their ability to provide a factual basis for defining:

  • Strategic feedback to show the present status of the organization from many perspectives for decision makers
  • Diagnostic feedback into various processes to guide improvements on a continuous basis
  • Trends in performance over time as the metrics are tracked
  • Feedback around the measurement methods themselves, and which metrics should be tracked
  • Quantitative inputs to forecasting methods and models for decision support systems

Balanced Scorecard Review Meetings

Agencies submit their department-level scorecards to the Governor’s Office and GOPB each month. GOPB Budget Analysts review, and then report on these scorecards to the Governor’s Senior Staff on a regular basis. Feedback is communicated to agency leadership through the Analysts. These meetings serve as partnership opportunities for both GOPB and state agencies.