Improving and evaluating performance with the Public Sector Scorecard

What is it about?

The paper shows how the outcome-focussed Public Sector Scorecard addresses a number of critical success factors for performance management and improvement in the public and third sectors. Fundamental to this is a culture of improvement, innovation and learning, rather than a top-down blame culture. Two major case studies are examined - the UK Ethnic Minority Employment Task Force and Sheffield Let's Change4Life, a £10m project addressing child and adolescent obesity.

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Why is it important?

There have been many research papers describing the problems and pitfalls of public sector performance management, but few which offer a solution. The Public Sector Scorecard has been described by the Operational Research Society as 'moving performance management from a top-down, blinkered, blame-game approach to a system founded on inclusiveness, cooperation and understanding'. A particular innovation is how the theory of planned behaviour was integrated with a performance management framework for a behaviour change programme addressing childhood obesity.

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