The impact of balanced scorecards in a public sector environment - Empirical evidence from Dunedin City Council, New Zealand

Purpose - Many papers discuss the use of the balanced scorecard yet few provide empirical evidence within a longitudinal context. Still fewer studies present balanced scorecard evidence from within public services. This study seeks to consider the impact of implementing and using the balanced scorecard within a public service city council environment. Design/methodology/approach - The paper reviews the recent literature within the area of public sector performance measurement. A longitudinal case study approach is adopted using interview and documentation analysis to consider the impact of balanced scorecards in a public sector Organisation. The impact of balanced scorecards was evaluated at three levels: strategic planning, team management, and individual staff performance. Findings - The empirical evidence suggests that the use of scorecards within the case Organisation enables employees to clearly appreciate their role, and focus on delivery of performance-related measures which support organisational strategy. Clarity of role appears to have a positive influence on the achievement of the organisation's business plan and excellence goals regarding the delivery of customer service. Research limitations/implications - As with any single longitudinal case study, issues of generalisability to other settings and environments can occur. Practical implications - This paper indicates the potential benefits and pitfalls of introducing and developing the balanced scorecard within a public sector Organisation. Originality/value - This research is set within a public service environment and by providing empirical case evidence contributes to the literature within this area.