4 Public Value Scorecard
Public Value Scorecard
https://www.alexandria.unisg.ch/229529/1/EY-Performance-Organization-valuable-to-society1.pdf
EY-Performance-Organization-valuable-to-society1
The public value scorecard can be an easy way to do a quick check of a proposal, initiative or idea. This tool is designed for all contexts, proposals, project types, and even team ideas and conversations.
Of course, there is much more to the process and the diagnostic. However, at times it is a great way for you and your team to have a quick ‘sense check’ without spending a great deal of time.
If you make your way around the scorecard, you can start to get an idea of your perceptions, and those of others. I usually start with the usefulness question and then make my way around the framework.
Here are some questions to consider.
- Is it useful? To whom? In what way?
- Is it decent? How would you define ‘decent’? And to whom? You can view this question in moral and/or ethical terms.
- Is it politically acceptable? Again, to whom, in what way, and in what time frame?
- Is it a positive experience, in terms of the process to use it and in terms of the actions and activities necessary to achieve the potential outcomes?
- Is it profitable? What does ‘profitable mean in your context? Economic value creation, savings, saved social costs, other non-financial outcomes?
The risks of each can be a tricky element of calculation. One of the most straightforward ways to think of this is: what is the risk to the project if this element of the scorecard is not achieved. There are other ways you can explore risk.
The scoring of the scorecard works like this: the centre point is zero, and the perimeter is usually scored as ten.
The PVSC enables public sector managers and project leaders to consider the many trade-offs between financial and non-financial objectives, and take into account societal needs and concerns (Meynhardt, 2015).
The overall purpose of the scorecard is to be able to balance the various components and elements of the scorecard. A one-sided approach misses the point of the full scope of the project and requirements.
Useful, politically acceptable, and be seen to be ‘profitable’? Yes. Decent? No! So …….
One way to grasp this is to think of projects that may be useful, politically acceptable, and be seen to be ‘profitable’., yet are not considered to be ‘decent’? What happens to a project that many believe do not pass the ‘ethical’ question, yet many others see other elements of the scorecard for that project positively?
Meynhardt, T., Gomez, P., & Schweizer, M. (2014, February). The Public Value Scorecard: what makes an organization valuable to society?. In Performance (Vol. 6, No. 1, pp. 1-8). Ernst & Young Global Limited.
Meynhardt, T., Brieger, S. A., Strathoff, P., Anderer, S., Bäro, A., Hermann, C., … & Gomez, P. (2017). Public value performance: What does it mean to create value in the public sector?. In Public sector management in a globalized world (pp. 135-160). Springer Gabler, Wiesbaden.