Local Government: Balanced Scorecard Overview Of A (proper .
Stimulating Strategy, People, Performance and Results Local Government: Balanced ScorecardOverview of a (proper) Balanced Scorecard approachto articulating Strategy, making performance manageableand improving delivery of your results.Extracts from a client case studyPhil JonesPhil JonesExcitant LtdExcitant LtdPhil.Jones@excitant.co.uk0870 420 797807 711 711 123www.excitant.co.uk
IntroductionStimulating Strategy, People, Performance, and Results This pack provides a brief overview of how a “proper” Balanced Scorecard approach was appliedsuccessfully in a City Council and demonstrates now it can be applied in other public sectororganisations.Slides cover:1. Overall picture2. The corporate strategy is represented as a strategy map. These describe the strategy and focusactivity and resources3. Individual areas or departments are also detailed in strategy maps.4. From these measures and targets are developed on a scorecard.5. Programmes of work to deliver the change and individual projects are managed within this context.They focus on delivering benefits with their designated resources6. Quotes from the client show we addressed cultural issues as well, in order to deliver the results. A word of warning: As one Chief Executive put it to me,– “It is not about having these strategy maps and copying them. It is about employing thethinking behind them and how they get the strategy into peoples’ heads. That is what madethe difference for us.”Strategy & Scorecard Excitant Ltd 2006 Page 2
PrinciplesStimulating Strategy, People, Performance, and Results Whilst you are looking at this pack, a number of principles should be born in mind: If you do not know where you are going, you are unlikely to get there:– So we have an explicit picture of the future and clear objectives for people. From these thetargets are developed. Strategy has to be in peoples’ heads to happen:– So much of the value comes from the simplicity of communicating the strategy this way andensuring people agree what the objectives are and mean If you always do what you always did, you will always get what you always got.– Something must cause the change to happen, so there are explicit drivers of change in thisframework.– They include investment in projects, new capabilities, new knowledge, training, clearerobjectives, better understanding of the strategy, focus on what matters, improved responsibility,improved planning and improved management processes. Measures come after having the objectives.– Of course you have to deliver the statutory targets and local measures.– However if people understand what they are trying to achieve, they will understand themeasures and targets better and be able to deliver what they really mean. “We”: Joined up working– Many objectives for the community require joined up thinking and working. This approachexplicitly builds in joint responsibility so it is clear what WE are trying to achieve, together.Strategy & Scorecard Excitant Ltd 2006 Page 3
Overall pictureStimulating Strategy, People, Performance, and Results This picture starts with the vision for the city. This sets out what will be achieved, by when, and withwhom. It should of course reflect the Local Strategic Partnership plans and the LAA objectives forthe areas as a whole and responsibilities. This filters down to detailed measures, targets,organisational changes and responsibilities. The Corporate strategy map will reflect the themes of the LAA, Strategic Partnership or the area as awhole. It reflects the financial, political and community needs as well as the underlying capabilitiesthat are needed to deliver the strategy. The objectives may well be jointly owned at this level. As you move down into a specific area, the maps get more detailed. In this example theEnvironmental services” strategy map shows how they will deliver their part of the overall plan. Thiscan be broken down further to departments within the service. Supporting the strategy maps are the details of the measures, targets, responsibilities, projects andinvestments. These will include statutory measures and targets as well as local ones. Any organisational implications and changes that need to happen are also detailed so that thestrategy is not driven by “Hope and Magic”. Rather the improvements are driven by specificactivities designed to save costs (eg Gershon) or improve services. This whole framework improves the visibility of objectives within the council (in this case) andbetween partners. Subsequent pages provide more detail Strategy & Scorecard Excitant Ltd 2006 Page 4
Overall picture: An integrated picture of Vision, Values,Strategy, Performance & Programme ManagementVision2020“To make Peterborough the place to be in the East of Englandwith economic opportunities and a quality of lifewhich will aim to m atch those availableanywhere else in the country”Business &EconomyEducationHealth20205thTownshipThri ving, active24/7 economyHealthierCommunityoverallCohesive andengagedMulti-ethnic cityUniversityAdditional cultural andsporting facilitiesIntegratedTransportEconomic venatedNorth andEastDevelopHighereducationTransport bri ngs peopleinto the city c entreCross keysRegenerationof councilhousingRegenerationof existingtownships2010Regeneration of theCity centreSta ble and lovi ng homeenvir onme nt helps to r ais ee duc ati onal a chiev ementCommunityengagedImprovedPCT &ASCAffor da ble home sshaping ne wcommuniti es2010Raise standards in secondaryeducationVis ual lya ttra cti vea reaNew sk ills supporte conomic div er sifi cationSchools a s ac ommunity re sourc eeconomicopportunitiesand esand a qualityofinlifewhichwill aim to seininthethecountrycountrythose available anywhere else in the countryEngage the public,Planning &Attract investment2005OutcomesOutcomesHealth strategyintegrated intogrowth strategyFea sibility s tudy for landa ss embly comple teSustainabledevelopmentEngage communities &the Home officeand PoliceToday PartnersTo make Peterborough the place to be in the East of England withToPeterboroughthebeinintheof EnglandwithOverall Aim illofaimto matchTo makePeterboroughthequalityplace tobe inthe Eastof EnglandwithAttractdiversebusinessesDev el op langua ge sk illsso pe opl e’s tal ents c anbe use dInc rea se d le is ureImprove s heal thEnv ironment de signe dto prev ent c rime PhasePeterborough City Council – Corporate Strategy Map (version 0.3b)PeterboroughCity Council – Corporate Strategy Map (version 0.3b)Overall AimImpr ove d e duca tionc rea tes hi ghe r techopportunities and growthImprovedhospitals2005Key ThemeC1C1 II wantwant totoC1wantliveC1inwant totoliveinIIsafersaferlivecommunitieslive ayCity centreframeworkout forConsultation.Private SectorEEDAEnglish Partnership Milestone X-themeCity CentreLevel 2C2: Strategy map for the theme“An attractive andenvironmentally friendly City”Forgi ng link s with busi nes sto es tablish link with s kill sand e duca tionMulti-e thnic city e nga ge dand cohe siv e2015Level 1Corporate strategy mapDraft version 1.1DetailedCommunity,Safety, DiversityHousing &EnvironmentCity Centre2020Legacy ofdevelopmentcorporationmeans inherentproblems inTownshipsCross keysPoliticiansPrivate sectorHousing &EnvironmentProblems withCommunity Safety andanti-social Behaviour.Improving awarenessand inclusion of BME.Reputation for being18 th worst townin the UK.CommunityPoliceGovernmentLSP, MediaCommunity,Safety, DiversityLife expectancy4 years lowerthan in southCambridgeshire.PCP strategicAgreementcreatedHealthPCTHealth sectorEducation& LeisureBelow averageeducationalStandards.Poor educationalachievementSchools &CollegesFamiliesLSC, BusinesscommunityEducationLow skill, low wageeconomy basedon Agriculture &rural activity,Food, DistributionFinancial services,EngineeringLocal BusinessOrganisationsEnglishPartnershipsLSP, EEDAC2C2 II wantwant ananC2attractive&&anC2 II ctive vironmentallysustainableplace totosustainablelivesustainableplace totolive placeliveliveCommunityCommunityC3C3 II wantwantC3wantprosperityall:C3 II erityandfor candthevulnerablethethe vulnerablevulnerableFinancialFinancialF2 MaximiseC4C4 II wantwant youyou totoC4youprovidehighC4 II wantwantyou totoprovidehighprovidequalityprovidehighquality opportunitieslearningopportunitiesforlearning forlearninglearningF1:F1:II wantwant uemyvalueCouncilTaxvalue fromfrommyCouncilTaxmyCouncilCouncil TaxTaxF2 MaximiseF2ExternalF2 ships,fundingandfundingresourcesfunding andandresourcesresourcesresourcesBusiness &EconomyC2: I want an attractive and environmentally friendly cityCriticalCriticalProcessesProcessesTo LearnLearn& Togrow& elofthesafetyandfeelofandfeeltheandcityfeel ofofthecitythethe citycityP2:ShapeP2:Shape ananP2:Shapeattractive&& anP2:Shapeanattractiveattractiveattractive ly citycityEngageEngage thethe community,community,EngagetheensurewewhatEngagethe community,community,ensurewe knowknowwhat nsurewe rstandtheirandensuretheywant,understandtheir needsneedsandensurethey ndensuretheyunderstandthatensurewe arearetheylistening.thatthat wewe areare listening.listening.P5:P5: AllAll ofofAllusforofP5:Allofus P5:for allallofofusallyou.Careus forforall ble.for omy.theeconomy.economy.economy.WorkWork withwith ourour manymanyWorkourpartnersandprivatesectorWorkwithour torbodies.Agreeaprivatepartnersand privatesectorbodies.Agreea Agreeacommonvision,ensurewe vision,ensureweallknowourpartensureand playplayandourandplaydeliverour partpartandit.play itit andanddeliverit.deliverdeliver it.it.P5P5 ImproveImproveP5educationalP5 cationalachievementachievementachievementAnAn effectiveeffectiveAnpoliticalAn sseffectiveanCouncil.an effectiveeffectiveCouncil.Council.Council.P4:P4: SoundSoundP4:FinancialP4: anningandplanningmanagementplanning andandmanagementmanagementmanagementEnsureEnsure wewe deliverdeliver ourourEnsureweourpart.EffectiveprojectEnsurewe managementandpart. ddelivery.Joinedmanagementanddelivery.Joined pserviceswiththe yand capabilitycapabilitycapacityandtocapacityand capabilitycapabilityto deliverdelivertoto deliverdeliverStimulating Strategy, People, Performance, and Results P7:P7: InfluenceInfluenceOverallFo Dra ftrdisc 0.4ussionTo make Peterborough the place to be in the East of England with economicTo make Peterborough the place to be in the East of England with economicopportunities and a quality of life which will aim to match those availableopportunities and a qualityof lifewillaim to match those availableanywhereelsewhichin thecountryanywhere else in the thecommunitytothe uenceandfundingCommunityandand fundingfundingTransportprovidersPeople who live and work in Peterborough and visitSetSetthethe frameworkframework forforSetforsustainablegrowthSetthethe frameworkframeworkforsustainablegrowth ity.Clearfocus,sameprosperity.Clear vision,vision,focus,same message.message.want to beI want towithbe I want animpressedI want to influenceI want anattractive,I wantto influenceimpressedthedynamicwith attractive, howmy environmenthow my environmentthe dynamic clean andcultural andclean and develops now andsafe place todevelops now andculturalleisureand safe place to for future generationslive and work for future generationsleisurefacilitieslive and ndmessage.Clear plansplansandClearandcommitmenttoClear plansplansand aacommitmentto them.them.commitmentcommitment toto them.them.I want towanttotobeI ablebe able tomove intomoveintoandroundand roundabout theaboutCity theCityPrivate SectordevelopersFinancialDevelopment Nationalagencies requirementsI want toI wantworkin toI wantwork inPartnershipI wantgrowthinPartnershipto delivergrowth inPeterboroughto deliverPeterborough SustainableSustainablegrowthgrowthI want toI wantI want toI wantI want tomake asupportI wanttomakea returnsupportmake alastingmakea return for growthon myfor growthlastingcontributionandon myinvestmentsandcontributiontothe cityinvestments developmentdevelopmentto the cityDetails behindthe strategy mapI want aIcostwant evel 3 (optional)Integrated planningCriticalProcessesEffective day toEffectiveday todayservicesdayservicesthatensureathat ensure aclean & safeclean& safestreetscene(asstreet scene (aswell aswellasdeveloping tegratedplanningforplanningthe forthePeterboroughPeterborougharea as aarea as mentdevelopmentFeedbackNew developmentNew ively tolocal nt,education&education &affordable housingaffordable rttransportandtraveland travelchoiceschoicesCost effectiveCost tmanagementandenergyand energyuseuseSustainable planningStreet scenemanagementLearning& growthBuildBuildcapacity andcapacityforanddemanddemand forcultural andculturalleisure ablyRight skills andRight skills andresources inresourcesplace inplace(recruitment(recruitmentand retention ofandstaff)retention ntcapabilitiescapabilities?A “get itA “get itdone”done”culturecultureEngage theEngage andthecommunitycommunity andget themget thembehindusbehind usEffective partnerEffectivepartnerworkingto engageworkingengagetheprivatetosector,the private sector,and attract investorsand attract investorsFeedbackIssues and SymptomsActivities are carried out around the council whereearly input from other departments would help, yetthey are not always consulted until late in the process Irregular coordination and consultation betweendepartments means that the overall picture is missedProgrammes & ProjectsSCORECARD: 6I want to influence how my environmentdevelops and grows now and for futuregenerationsThe percentage of residents who feelthat they do influence how theirenvironment develops and growsLPI ***NewIndicatorNo TargetSetNo TargetSetNo TargetSetCleanliness of relevant land andhighwaysBV 199NewIndicator90.00%91.00%91.00%Domestic burglaries per 1,000householdsBV 12630.2330.725.8No TargetSetViolent offences committed in a publicplace per 1,000 populationBV 127b8.29No TargetSetNo TargetSetNo TargetSet4/10Initial diagnosis1.2.3. Need to have overall understanding and approach sowe can take opportunities when then appear Need to integrate the all the plans for developmentwith the “Local Planning Framework” Need to coordinate the growth plans with demandand capacity so the population and infrastructuregrows in balance together ( sustainably).4.COMMUNITYPERSPECTIVEVehicle crimes per 1000 populationThe percentage of residents satisfiedwith the sports/leisure facilitiesLack of visibility of overall plans across departmentsNo incentives to, or penalties for not, communicatingacross departments.Focus on day-to-day activities means insufficient timeto think through the big pictureResource pressures means insufficient time to thinkthrough the big pictureI want to be impressed with the dynamiccultural, retail and leisure facilitiesIntegrated planning for the Peterborough areaas a wholeRecommended actions1.2.3.4.Establish cross-departmental teams withrepresentatives at a sufficient level to expressopinions and make decisionsSimplify the overall picture. (ie Use Project maps,the strategy maps). Make all the plans readilyavailable so all can see the pressures and driversCreating a greater and wider understanding of theoverall understanding of pressure and drivers invarious departmentsGet people together at an early stage of developmentfor the LDP. Agree up frontEnforcementDevelopDevelopabilitytoability toaccept riskaccept riskMeasures& targetsObjectiveI want an attractive, clean and safe place to live,shop and work orateleadershipleadershipSCORECARD: MEASURES AND TARGETSOrganisational implicationsOverall plications“Integrated Planning for Peterborough as a e deliveryof the deliveryvehiclesvehicles(eg.URC)(eg.landURC)andand e regulation and enforcementThe percentage of residents satisfiedwith the museum/galleryOutturnBV 128BV 119aBV No TargetSet75%CommentsNo TargetSetNo TargetSetNo TargetSet-ObjectivesProjectsI want to be able to move into andaround the cityTo programme a range of building worksto ensure that service points comply withthe Disability Discrimination Act.ECOMMUNITY PERSPECTIVECommunity Services (Culture &Recreation)Effective management of the deliveryvehicles and land managementUrban Regeneration Company (URC)ECommunity Services (UrbanRegeneration)Peterborough Local DevelopmentFrameworkEEnvironmental Services (Planning)This is a joint objectiveshared by TrevorGibson & Mike HeathOne indicator of manyPROCESS PERSPECTIVEOnly residentsIntegrated planning for the Peterborougharea as a wholeOnly residentsThe percentage of residents satisfiedwith the theatre/concert hallBV 119d62%60%No TargetSetNo TargetSetOnly residentsThe percentage of residents satisfiedwith the retail facilitiesLPI ***NewIndicatorNo TargetSetNo TargetSetNo TargetSetOnly residentsThe number of cross departmental teamsactively contributing to plansLPI ***The percentage of planning applicationsdetermined in line with the Government’snew development control targets todetermine - 60% of major applications in13 weeksBV 109aNewIndicator36.00%No TargetSet60%No TargetSet60%No TargetSet60%The percentage of planning applicationsdetermined in line with the Government’snew development control targets todetermine - 65% of minor applications in8 weeksBV 109b68.55%65%65%65%Efficiency notEffectivenessThe percentage of planning applicationsdetermined in line with the Government’snew development control targets todetermine - 80% of other applications in8 weeksBV 109c88.39%80%80%80%Efficiency notEffectivenessEffective regulation indicatorLPI ***NewIndicatorNo TargetSetNo TargetSetNo TargetSetWorking more closely with departmentsLEARNING PERSPECTIVEEfficiency notEffectivenessRight skills and resources in place(recruitment and retention of staff)Peterborough Local PlanPeterborough Structure PlanI/EEELeadEnvironmental Services (Planning)Environmental Services (Planning)Peterborough Development ControlStrategyEEnvironmental Services (Planning)Peterborough Enforcement StrategyEEnvironmental Services (Planning)Balanced Scorecard ProjectIChief Executive’s (Strategic Policy)Competency FrameworkIChief Executive’s (Strategic Policy)Workforce PlanningIStatusCorporate Services (Human Resources)Job Evaluation ProjectICorporate Services (Human Resources)Review of Training ServicesICorporate Services (Human Resources)End position example Excitant Ltd 2004 Page 10Basis for change programme and resource allocationStrategy & Scorecard Excitant Ltd 2006 Page 5
Overall strategy mapStimulating Strategy, People, Performance, and Results This overall strategy map shows how the Council will address the major demands of the community,politicians, central government whilst ensuring it achieves its financial outcomes. Above the line are the outcomes. Below the line are what the council has to do to deliver them. A key aspect, not shown on this version, is that the objectives (P1, P8) were jointly owned. Withmore than one department (and Director) influencing and responsible for each of the outcomes, jointresponsibility and joined-up working has been designed into the approach. Another key in this diagram is the “Learning and growth” components. In this case you can seeclearly where the council needs to develop its capabilities and capacity as well as addressing itculture. In another council, when we drew this strategy map, we found no references to how thecouncil was to change, yet it was going to improve its performance. We call this “Strategy by hopeand magic”. Whilst there are measures and targets at this level, lets follow a theme down and see how they planto deliver an attractive city.Strategy & Scorecard Excitant Ltd 2006 Page 6
Corporate Strategy MapTo make the city the place to be with economic opportunities and aTo make the city the place to be with economic opportunities and aquality of life which will aim to match those available anywhere elsequality of life which will aim to match those available anywhere elsein the countryin the countryOverall AimStimulating Strategy, People, Performance, and Results OutcomesAll people & CommunitiesBusinessesC2C2 II wantwant ananC1C1 II wantwantC1II wanttoattractive,C1wanttoattractive,toto livelive inin in saferlivecleanlive in saferclean placeplace eworkandcommunitiescommunitiesshopshopC5C5 II wantwantsupportsupport forfor 3 II wantwant aabetterstandardbetter standardofof livingliving andandqualityquality ofof lifelifeC4C4 II wantwant ourourchildrenchildren toto bebe safesafeandand toto developdevelopacademically,academically, sociallysocially&& physicallyphysicallyF1:F1: II wantwant goodgoodvaluevalue fromfrom mymyCouncilCouncil TaxTaxFundingpartnersF2F2 II vegrowthgrowth inin ethethe safetysafetyandand feelfeel ofofthethe citycityLearning& growthP2:P2:PlanandPlan and deliverdeliveranan attractiveattractive &&environmentallyenvironmentallyfriendlyfriendly citycityP3:P3:StrengthenStrengthenandand diversifydiversifythethe economy.economy.CommunityCommunityL5:L5: AA CommunityCommunitythatthat truststrusts ususbecausebecause wewe listenlistenandand act.act.ResourcesResourcesL7:EffectiveL7:Effective planningplanning&& useuse ofof resources,resources,capacitycapacity andandcapabilitycapabilityP5:P5:ProvideProvide rfor Accessible andandresponsiveresponsivesupportsupport forforpeoplepeople whowho :L4: StrongStrong partnerpartnerrelationshipsrelationships thatthatmakemake thingsthings happenhappenFrameworkFrameworkL1:AL1: A vision,vision, planplan andandactionsthatactions that wewe allallagreeagree andand carrycarry out.out.P6:P6:ProvideProvide highhigh qualityqualityopportunitiesopportunitiesforfor learning,learning,andand ensureensurechildrenchildren areare safesafeLeadershipLeadershipL2:ClearL2: Clear LeadershipLeadershipbyby OfficersOfficers andand Members.Members.AA "can"can do"do" approachapproachJoined-upJoined-upL3:L3: JoinedJoined upupthinkingthinking andandworkingworking acrossacross thethecouncilcouncilP7:P7:Aneffective,An effective,efficientefficient liveryL6:L6: ProjectsProjectsmanagedmanaged wellwellandand delivereddelivered onontimetime andand budgetbudgetSustainabilitySustainabilityL8:,L8:, TackleTackle thetheunderlyingunderlying issuesissues early,early,withwith sustainablesustainablethinkingthinking andand workingworkingStrategy & Scorecard Excitant Ltd 2006 Page ps,relationships,fundingfunding andandresourcesresources
Drill down through the strategyStimulating Strategy, People, Performance, and Results You can see here how, at the next level down, the elements of the overall strategy are developed. The objectives at the higher level are broken down into more detailed objectives that expand uponhow the attractive city will be developed. At this level there is more detail about the community’sneeds as well as how the service will be delivered. Yet at the same time you can see how this area of the council will implement the improvedcapabilities. In this example we take just a theme of this strategy map and show the underlying BalancedScorecard with its measures, targets and details. One of these strategy maps exists for each of the major objectives. These could be arranged byservice, or partnership.Strategy & Scorecard Excitant Ltd 2006 Page 8
C2: I want an attractive and environmentally friendly cityTo make the city the place to be with economic opportunities and a qualityTo make the city the place to be with economic opportunities and a qualityof life which will aim to match those available anywhere else in the countryof life which will aim to match those available anywhere else in the countryOverall AimFo Drardisc ftussionStimulating Strategy, People, Performance, and Results CommunityTransportprovidersPeople who live and work in the city and visitI want to beTogether weI want toI want to be I want anTogether weimpressed withI want to must protectI want aninfluenceimpressed with attractive,must protectthe dynamicinfluence and enhanceattractive,how mythe dynamic clean andand enhancecultural andhow my the environmentclean andcultural and safe place to environment the environmentleisuresafe place to environment for futurelive and workdevelopsleisurefor futurefacilitiesgenerationsdevelopslive and workfacilitiesgenerationsI want toI want toretainretainan easyan easyjourneyjourneyto workto workPrivate SectordevelopersDevelopment Nationalagencies requirementsI want toI wantI want toI want toI wantmake asupportI want tomake moneymake asupportlastingmake money for growthfrom mylastingfor growthcontributionandfrom mycontribution investmentsandto the cityinvestments developmentto the citydevelopmentI want toI want toimaginativeimaginativegrowth ingrowth inthe citythe cityI want toI want towork inwork inPartnershipPartnershipto deliverto I want aI want .4)CriticalProcessesEffective day toEffective day today servicesday servicesthat ensure athat ensure aclean & safeclean & safestreet scene (asstreet scene (aswell aswell edIntegratedplanning forplanning forthe city as athe city as mentdevelopmentNew developmentNew developmentcontributescontributespositively topositively tolocal communities,local communities,environment,environment,education &education &affordable housingaffordable rttransportand traveland travelchoiceschoicesCost effectiveCost tmanagementand energyand energyuseuseSustainable planningStreet scenemanagementLearning& growthBuildBuildcapacity andcapacity anddemand fordemand forcultural andcultural sustainablyRight skillsRight skillsandandresourcesresourcesin placein apabilitycapabilityA “get itA “get itdone”done”culturecultureEngage theEngage thecommunity andcommunity andget themget thembehind usbehind usEffective partnerEffective partnerworking to engageworking to engagethe private sector,the private sector,and attract investorsand attract investorsEffectiveEffectivemanagementmanagementof the deliveryof the deliveryvehicle (URC)vehicle (URC)and landand porateleadershipleadershipStrategy & Scorecard Excitant Ltd 2006 Page 9
The scorecardStimulating Strategy, People, Performance, and Results This picture shows a part of the strategy map (known as a theme) and the corresponding scorecard.The scorecard shows:– How the
Local Government: Balanced Scorecard Overview of a (proper) Balanced Scorecard approach to articulating Strategy, making performance manageable and improving delivery of your results. Extracts from a client case study Phil Jones Excitant Ltd Phil Jones Excitant Ltd Phil.Jones@excit
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the preparation of a blueprint for Balanced Scorecard development and implementation. BALANCED SCORECARD BASICS PROGRAM OUTLINE I. Module I: Understanding the Balanced Scorecard A. What is the balanced scorecard? . programs, such as, Certificate in Strategic Human Resource Transformation and Organization Development from the Penn State .
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Balanced scorecard Balanced Scorecard terdiri dari dua kata yaitu: (1) Kartu skor (scorecard) dan (2) Berimbang (balanced). Balanced Scorecard merupakan kartu skor yang digunakan untuk mencatat skor hasil kinerja eksekutif yang hendak diwujudkan di masa depan dibanding
