Balanced Scorecard Clause Samples

Balanced Scorecard. 2.1 In addition to the Contractor’s performance management obligations set out in Schedule 4, the Parties will agree to the following Balanced Scorecard & KPIs for delivery of the Part B services (see Balanced Scorecard Model below): 2.2 The purpose of the Balanced Scorecard is to promote contract management activity, through measurement of the Contractor’s performance against Key Performance Indicators, which the DFE and Contractor will agree before Part B service delivery commences. The targets and measures listed in the example scorecard (above) are for guidance and should be changed to meet the agreed needs of the DFE and Contractor. 2.3 The process for using the Balanced Scorecard is as follows: 2.3.1 The DFE and Contractor agree a templated Balanced Scorecard together with a performance management plan, which clearly outlines the responsibilities and actions that will be taken if agreed performance levels are not achieved. 2.3.2 On an pre-agreed schedule (e.g. monthly), both the DFE and the Contractor provide a rating on the Contractor’s performance 2.3.3 Following the initial rating, both Parties meet to review the scores and agree an overall final score for each Key Performance Indicator 2.3.4 Following agreement of final scores, the process is repeated as per the agreed schedule

Balanced Scorecard. In supplementing the core targets and performance indicators set out below, you may wish to include your institution’s own quantitative and qualitative measures to evaluate progress against objectives, or to draw on those proposed in the DCMS Report Efficiency and Effectiveness of Government-sponsored Museums and Galleries (1999). Some examples are suggested under the ‘other measures’ heading in the table below.

Balanced Scorecard. In addition to the Supplier’s performance management obligations set out in the Framework Agreement, the Parties may agree to the following Balanced Scorecard & KPIs for this Call-Off Contract (see Balanced Scorecard Model below): It is acknowledged that the Buyer has overall responsibility for the project direction and outcomes. The Supplier is not responsible for the overall outcomes from a joint delivery team made up of Supplier and Buyer (or other third party) staff. - KPIs - Acceptance criteria - Performance standards - Any other related activity - Services are bought under this Call-Off Contract using the Further Competition process set out in Section 3 of the Framework Agreement (How Services will be bought).

Balanced Scorecard. The Service Provider’s overall performance of the Services and of the relationship between the Parties shall be monitored using a performance management scorecard (the “Balanced Scorecard”).

Balanced Scorecard. The balanced scorecard, introduced by ▇▇▇▇▇▇ and ▇▇▇▇▇▇ (1992), is a decision support tool at strategic level. The authors were convinced that firm performance should not only be based on financial measurements like the ROI or payback period. Other elements, such as customer satisfaction, learning and development, should be taken into account during the evaluation of a firm. Including a wide range of performance measurements does not only improve financial results but also encourage a company to achieve its strategic goals. ▇▇▇▇▇▇ and ▇▇▇▇▇▇ proposed to include these four critical elements into their framework: mission, vision, strategic objectives and performance measurements (▇▇▇▇▇▇▇▇▇▇, ▇▇▇▇▇▇▇, & ▇▇▇, 1999; Van Grembergen, 2004). The BSC (Balanced Scorecard) perspective can also be applied to specific divisions in a company like the IT management. ▇▇▇▇▇▇▇▇▇▇, ▇▇▇▇▇▇▇ & Tse (1999) have developed a BSC framework with the purpose to measure and evaluate IT projects and processes. The differences between IT management and corporate management are that the IT department is an internal division of the company; thus, IT projects are meant to satisfy both consumers and the internal organisation rather than only consumers. User orientation, business value, internal processes and future readiness are the perspectives implemented in the balanced IT scorecard. Through the application of a balanced IT scorecard, managers will be able to observe the positive and negative impacts of IT projects on relevant factors of the company. However, such an approach only provides good results if there is extensive dedication from stakeholders.

Balanced Scorecard. The Supplier will work with the Purchaser to measure the performance of the Contract against four main domains, namely Service, Quality, Cost and Sustainability. The attached Balanced Scorecard exemplar has been provided as part of Contract Award, but this shall be discussed and finalised between the Purchaser and Supplier during the Implementation Phase:

Balanced Scorecard. 9.1 The Service Provider’s overall performance of the Services and of the relationship between the Parties will be monitored through the implementation of a performance management scorecard (the “Balanced Scorecard”). 9.2 At the request of the Customer, the Service Provider shall work with the Customer to agree a Balanced Scorecard within four (4) months of the Effective Date. 9.3 The Service Provider shall produce the Balanced Scorecard on a quarterly basis for submission to the Steering Committee. 9.4 The information to be contained in the Balanced Scorecard is set out in Appendix 12-A to this Schedule.