A Balanced Scorecard for General Practice Andrew Ridley Director of Primary and Community Care Commissioning Tower Hamlets PCT Overview • Why a BSC ? • How was it developed ? • What’s in it ? • How is it being implemented ? • Barriers and issues • Improvements delivered as a result ? • What next ? Why a BSC ? • A Focus on our role as Commissioner • Variation in quality between practices • Are the poor always poor ‚ or the good really always good ? • Support a move from anecdote to transparent
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Wendy’s International: Balanced Scorecard |Area of Objectives |Measure of Target |Time Expectation/Targets |Primary Responsibility/Initiatives| |Customers | |High quality |Customer/industry surveys with an |Every month; |Quality Management – Set high | |
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Toyota Corp. Analysis & Balanced Scorecard BBUS 4251 Instructor: Dr. Rishma Vedd Name: Tsung-Lin Yeh Student # T00022252 Contents Contents page …………………………………………….. 1 Summary of Balanced Scorecard ………………………… 2 Executive Summary …………………………………………….. 3 Corporate Strategy………………………………………… 3 Critical Success Factors …………………………………… 4 Competitive Advantage ……………………………………….. 4 Balanced Scorecard ……………………………………………. 5 Recommendation ………………………………………………. 7 Conclusion ………………………………………………
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in 1969 by Dr Ian Christie and Professor Griffith Edwards‚ the Phoenix Futures Group is a charity and housing association which has been helping people beat drug and alcohol addiction issues for over 45 years. They provide residential‚ prison‚ group and specialist services. They have confidence in being the best‚ they are enthusiastic about recuperation‚ and they esteem their history and utilise it to illuminate their future. Phoenix Futures is in the one of a kind position of being both a substance
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Strategic Plan‚ Part III: Balanced Scorecard Frederick McFarland BUS/475 June 20‚ 2013 Strategic Plan‚ Part III: Balanced Scorecard The paper will outline and explain the strategic objectives for the company C&C Enterprise Incorporated using the format of the balanced scorecard on page 5. The balanced scorecard provides a framework to translate a strategy into operational terms‚ thus providing measures of the following four quadrants: .Financial‚ Customer Value Perspective‚ Process or Internal
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Fahrenheit 451 Socratic Circle What does the phoenix symbolize‚ and why? In Fahrenheit 451 the phoenix symbolizes mankind. The phoenix symbolizes this because the human race puts itself in bad situations‚ then comeback and corrects the mistakes. As Granger described the phoenix “He must have been first cousin to man. But every time he burnt himself up he sprang out of the ashes‚ he got himself born all over again.”(Bradbury‚ 156). Mankind burn themselves to ashes but then they get back up and learn
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SPEECH BY MR THARMAN SHANMUGARATNAM‚ MINISTER FOR EDUCATION‚ AT DEEPAVALI LIGHT UP SWITCH-ON CEREMONY ON FRIDAY‚ 15 OCTOBER 2004‚ AT 7.00 PM Mr Heng Chee How‚ Minister of State‚ Ministry of Trade and Industry‚ and Mayor‚ Central Singapore CDC Mr Lim Neo Chian‚ Deputy Chairman and Chief Executive‚ Singapore Tourism Board Mr V R Nathan‚ Chairman‚ Hindu Endowments Board Dr Uma Rajan‚ Adviser‚ Little India Shopkeepers & Heritage Association Distinguished Guests Ladies and Gentlemen
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Maintaining a Balance 1. Most organism are active in a limited temperature range The role of Enzymes in metabolism‚ their chemical composition and specificity on substrates Role of enzymes * Enzymes are organic catalysts. They are protein molecules that increase the rate of the reactions in living organisms. * Without enzymes‚ metabolic reactions at body temperatures would be too slow to produce sufficient energy to maintain life * Intracellular enzymes are used in the cells
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TITLE : Balanced Scorecard. Course Title : Management Control System Course No. : EMIS - 528 Submitted by: Mir Mohammad Abu Naser ID:61018-11-022 Submitted to: Md. Abul Kashem‚ Honorable Course Teacher Department of MIS University of Dhaka Balanced Scorecard “Balanced scorecard” means different things to different people. At one extreme‚ measurement-based balanced scorecards are simple dashboards
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Manilalectric Company and Subsidiaries Statement of Financial Position As of Dec.31‚2013 Common Size % 2013 2012 2011 ASSETS Noncurrent Assets Utility plant and others Investment in associates and joint ventures Investment properties Deferred tax assets- net Other noncurrent assets- net 42.65 5.08 0.58 2.04 8.94 50.40 0.84 0.75 1.41 4.07 49.98 0.4 0.78 0.34 3.12 Total noncurrent Assets 59.59 57.47 54.63 Current Assets Cash and cash equivalents
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