Case Report London Public Library
MBA5241E - Winter 2013
Managerial Accounting Information and Decision
Case Analysis
Team Members:
Table of Contents
1. Background
The London Public Library is an organization spanning the city of London, delivering services from 16 physical locations. The core services of the library include reference, reader’s advisory and referral; collections and lending; technology services; programming and community outreach. The library is focused on literacy, learning, culture/leisure/recreation, information and community meeting place. The past few years have seen significant resources pegged towards fund raising strategies, resulting in other areas of the organization being neglected and overlooked.
In order to address this situation, our CEO Anne Becker has introduced a Balanced Score Card approach to move ahead to tackle other problems plaguing the organization. She believes that with the Balanced Score Card approach she can leverage her efforts to where they are needed the most and would address the core values and promises of the organization.
2. Problem Statement
The major problem that Anne Becker is trying to address is how to measure the performance of the library that would showcase its business case to city hall, donors and staff. She has decided to use the Balanced Score Card to measure the performance of the library. In order to be successful, she has to devise a broad spectrum of metrics that can showcase how the organization has been utilizing its resources to provide the best possible services to its customers. In implementing the Balanced Score Card it important to analyze metrics that have a strong correlation to the organization’s goals and objectives and the constraints that are placed on it due to its line of business and how it generates revenue. The Balanced Score Card that Ann Becker has come up with seems to have a lot more metrics that she can tackle at once, while some of the metrics are
Managerial Accounting Information and Decision
Case Analysis
Team Members:
Table of Contents
1. Background
The London Public Library is an organization spanning the city of London, delivering services from 16 physical locations. The core services of the library include reference, reader’s advisory and referral; collections and lending; technology services; programming and community outreach. The library is focused on literacy, learning, culture/leisure/recreation, information and community meeting place. The past few years have seen significant resources pegged towards fund raising strategies, resulting in other areas of the organization being neglected and overlooked.
In order to address this situation, our CEO Anne Becker has introduced a Balanced Score Card approach to move ahead to tackle other problems plaguing the organization. She believes that with the Balanced Score Card approach she can leverage her efforts to where they are needed the most and would address the core values and promises of the organization.
2. Problem Statement
The major problem that Anne Becker is trying to address is how to measure the performance of the library that would showcase its business case to city hall, donors and staff. She has decided to use the Balanced Score Card to measure the performance of the library. In order to be successful, she has to devise a broad spectrum of metrics that can showcase how the organization has been utilizing its resources to provide the best possible services to its customers. In implementing the Balanced Score Card it important to analyze metrics that have a strong correlation to the organization’s goals and objectives and the constraints that are placed on it due to its line of business and how it generates revenue. The Balanced Score Card that Ann Becker has come up with seems to have a lot more metrics that she can tackle at once, while some of the metrics are