Balanced Scorecard: linking strategic planning to measurement and communication

Abstract This paper discusses issues and strategies in implementing a Balanced Scorecard approach to facilitate strategic planning in a small private university library. Bond University has been using the Balanced Scorecard to measure and manage its performance. One of the challenges in implementing the Balanced Scorecard is selecting appropriate performance measures for the four areas of the Balanced Scorecard. Specifically this paper will discuss how use of the Balanced Scorecard in a university library can facilitate linking the strategic plan of the Library with that of the University, explore cause-effect relationships between performance measures and mapping of the Balanced Scorecard to the activities of the Library. Introduction The challenge of implementing performance management systems has assumed a higher profile in Australian university libraries in recent years. Libraries in common with many other organisations have been developing performance management systems that not only measure the “right” things, but also enable effective communication to external and internal stakeholders. Performance measurement activities have been carried out in all Australian university libraries for sometime. Wilson and Pitman surveyed Australian university libraries to find out how they used performance indicators for their