Balanced Scorecard
Barking and Dagenham
The Balanced Scorecard was introduced in 2002 as our corporate performance management system. It is the system that we use to manage ourselves. It works by translating strategy into action and allows individuals to understand their role in the process.
We have agreed a realistic set of external facing and inward looking strategic objectives (the 7 community priorities), which are priority goals for the council. These are balanced to ensure the council focuses on a range of areas that are important, to move our performance forward and improve front line services.
Measures, called Performance Indicators, are used to see how much progress we have made. By monitoring these indicators through the year, we can take remedial action where progress is slower than expected.
It has received a considerable amount of recognition both nationally and internationally.
Introduction to the Balanced Scorecard|
What the Balanced Scorecard means for the Citizens of Barking and Dagenham|
Elements of the Balanced Scorecard|
Putting the Balanced Scorecard into Practice|
Children's Services Department 2006-2009|
Corporate priorities for action and values 2005-2006
Our priorities for action provide us with a clear line of sight for achieving our aim and the community priorities, which we share with our partners.
Our values communicate and underpin, across the organisation and externally, our behaviours, helping us to deliver our vision.
Corporate Priorities for Action and Values 2005-2006 
PDF 31K
Council Scorecard Strategy Map and Performance Indicators
2004-2005 was the last year we collected and reported against Council Scorecard Performance Indicators. For 2005-2006 Key Performance Indicators have been identified as the most suitable measures to show how we are delivering the corporate priorities for action and values.
Year 3 - 2004-2005 PDF 44K
Year 2 - 2003-2004 PDF 40K
Year 1 - 2002-2003 PDF 77K
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