Moodle
Case Study: Using the Balanced Scorecard to Move from “Management by
Experts” to Managing for Results through Data-driven Decisions
By John McGillicuddy, Mecklenburg County General Manager
Abstract
Today’s heightened emphasis on accountability requires a new model of managing publicly funded resources. No longer can local government rely on department directors making subjective decisions as the resident expert in their field. Implementing a balanced scorecard provides a comprehensive and consistent approach to managing for results using data-driven decisions aligned with the organization’s mission, vision, goals, and strategies.
In 2001, Mecklenburg County began its journey with a long-term vision of the community in 2015. Seven years later, Mecklenburg County has achieved approximately
51% of its 15-year balanced scorecard goals. In addition, in 2008, nearly all County departments met or surpassed annual agency goals that support the Board of County
Commissioners Community & Corporate Scorecard.
Although there is still a long way to go and a lot more goals to achieve, Managing for
Results (M4R) and the use of the balance scorecard has been an unqualified success for
Mecklenburg County. This philosophy has transformed the organization from one where accountability was vague or isolated to a few subject matter experts, to a system of widespread accountability and transparency based on data-driven decisions.
This case study will discuss the top lessons learned by Mecklenburg County, NC during seven years of implementing and using the Balanced Scorecard Institute’s Nine Steps to
Success® framework as its primary performance management tool.
Introduction
Mecklenburg County is the largest and most urban county in North Carolina. In 2008, the population was estimated to be approximately 902,000 residents, according to the
Charlotte Chamber of Commerce. Over the past decade, the population has increased more than 3% a year on average. This sustained growth during the
Experts” to Managing for Results through Data-driven Decisions
By John McGillicuddy, Mecklenburg County General Manager
Abstract
Today’s heightened emphasis on accountability requires a new model of managing publicly funded resources. No longer can local government rely on department directors making subjective decisions as the resident expert in their field. Implementing a balanced scorecard provides a comprehensive and consistent approach to managing for results using data-driven decisions aligned with the organization’s mission, vision, goals, and strategies.
In 2001, Mecklenburg County began its journey with a long-term vision of the community in 2015. Seven years later, Mecklenburg County has achieved approximately
51% of its 15-year balanced scorecard goals. In addition, in 2008, nearly all County departments met or surpassed annual agency goals that support the Board of County
Commissioners Community & Corporate Scorecard.
Although there is still a long way to go and a lot more goals to achieve, Managing for
Results (M4R) and the use of the balance scorecard has been an unqualified success for
Mecklenburg County. This philosophy has transformed the organization from one where accountability was vague or isolated to a few subject matter experts, to a system of widespread accountability and transparency based on data-driven decisions.
This case study will discuss the top lessons learned by Mecklenburg County, NC during seven years of implementing and using the Balanced Scorecard Institute’s Nine Steps to
Success® framework as its primary performance management tool.
Introduction
Mecklenburg County is the largest and most urban county in North Carolina. In 2008, the population was estimated to be approximately 902,000 residents, according to the
Charlotte Chamber of Commerce. Over the past decade, the population has increased more than 3% a year on average. This sustained growth during the