Measuring performance in Dumfries and Galloway Constabulary with the Balanced Scorecard

Abstract

Measuring the performance of public sector organisations has always been a difficult and contentious area. However, with continuing pressures for transparency, accountability and value for money it is one that requires increasing management attention. This paper describes the Balanced Scorecard approach to performance measurement, assesses the applicability of the approach in the public sector and illustrates how the approach was used by Dumfries and Galloway Constabulary in Scotland as part of a strategic policing initiative.

Keywords:

• management
• police
• performance measurement
• strategic planning
• Balanced Scorecard