Bay Area Smart Growth Scorecard

The Bay Area Smart Growth Scorecard is a landmark assessment of the planning policies of all 110 cities and counties of the San Francisco Bay Area.Although a city's current development is apparent to anyone who visits it, the policies that guide a city's future development are not so obvious. The Smart Growth Scorecard provides the first view into these policies and the first comparison among them.The Smart Growth Scorecard evaluated 101 cities in seven policy areas:preventing sprawl; making sure parks are nearby; creating homes people can afford; encouraging a mix of uses; encouraging density in the right places; requiring less land for parking; defining standards for good development. On average, Bay Area cities scored 34% (of a possible 100%), meaning cities are doing only a third of what they could be to achieve smart growth.The Smart Growth Scorecard evaluated eight counties (San Francisco is treated as a city) in five policy areas:managing growth; permanently protecting open space; preserving agricultural land; conserving natural resources; and offering transportation choices. On average, Bay Area counties scored 51%.The scores are low overall. But in every policy area, at least one city or county is doing well, whether it is a city that is encouraging walkable neighborhoods, or a county that is preserving its agricultural land. The Association of Bay Area Governments estimates that Bay Area will have one million additional residents by 2020; the Smart Growth Scorecard evaluates how well all the region's jurisdictions are planning for that growth, and how they can do better

Balanced Scorecard in Serbia: management innovation or rhetoric game

In performance measurement and management literature, the Balanced Scorecard is the most prominent model. It can be considered as effectiveness measurement, efficiency measurement or performance measurement model. The Balanced Scorecard is one of the newest management innovations and it is in focus of contemporary researchers’ attention in management innovation area. The question is if it is something real new in its essence, or just rhetoric came. This paper considers this issue in Serbia, especially.Balanced Scorecard, performance evaluation, accounting data., Financial Economics, Research and Development/Tech Change/Emerging Technologies, M1,

MODERN INSTRUMENTS FOR MEASURING ORGANIZATIONAL PERFORMANCE

Any significant management action can be assessed both in terms of success of immediate goals and as effect of the organization ability to embrace change. Market competition intensifies with the development of Romanian society and its needs. Companies that offer different products and services need to impose certain advantages and to increase their performances. The paper will present modern tools for measuring and evaluating organizational performance, namely: Balanced Scorecard, Deming model and Baldrige model. We also present an example for Balance Scorecard, of an organizations belonging to the cosmetics industry.management, performance, balance scorecard, performance measurement

The State of Asset Building in Arkansas

This paper examines the five areas of the 2012 Assets and Opportunity Scorecard released by the Corporation for Enterprise Development (CFED) and underlines asset-building policy triumphs, deficiencies, and recommendations for Arkansas

Analisis Manajemen Strategis Rumah Sakit Islam Sultan Agung dengan Pendekatan Balanced Scorecard

Universitas Diponegoro Fakultas Kesehatan Masyarakat Program Magister Ilmu Kesehatan Masyarakat Konsentrasi Administrasi Rumah Sakit 2013 ABSTRAK Suryani Yuliyanti Analisis Manajemen Strategis Rumah Sakit Islam Sultan Agung dengan Pendekatan Balanced Scorecard xiv + 120 halaman + 5 tabel + 6 gambar + 7 lampiran Balanced scorecard merupakan contemporary management tool yang dapat pula digunakan sebagai rerangka penyusunan rencana strategis dan sebagai alat untuk memperbaiki aliran informasi dan komunikasi antara top eksekutif dengan manajemen menengah dalam perusahaan. Sejak tahun 2005 RSI Sultan Agung telah melaksanakan perencanaan stategi dengan pendekatan balanced scorecard, Data dari penelitian pendahuluan didapatkan pada pelaksanaan rencana strategis tersebut didapatkan kesulitan dalam internalisasi, dan sosialisasi visi dalam rumah sakit sehingga menjadi visi bersama. Penelitian ini bertujuan untuk menganalisis manajemen strategis di Rumah Sakit Islam Sultan Agung Semarang dengan pendekatan Balance Scorecard Penelitian deskriptif kualitatif yang bersifat eksploratif. Obyek yang diteliti meliputi Visi, value, misi, tujuan, sasaran strategis, strategis map, dan keselarasan antara masing-masing variable. Selanjutnya dibuat alternatif rumusan visi, value, misi, tujuan dan sasaran strategis yang baru. Pengumpulan data dilakukan dengan observasi, studi dokumentasi, wawancara mendalam dan FGD kepada subyek penelitian yang terdiri berjumlah 19 orang Hasil penelitian, visi dan misi di rumah sakit telah mengalami perubahan menjadi lebih singkat, padat dan mudah dipahami, value masih dalam proses implementasi, untuk tujuan dan sasaran kalimat masih terlalu panjang dan kurang fokus dan hanya sebagian sesuai visi sehingga sulit untuk dikomunikasikan,strategis mapping hubungan kurang logis, cascading belum dilakukan. Disimpulkan RSI Sultan Agung kurang baik dalam melaksanakan manajemen strategis berdasarkan pendekatan balanced scorecard. Kata kunci : Rumah sakit. Manajemen strategis, balanced scorecard Kepustakaan : 16 buku, 12 jurnal, 2 dokumen. Diponegoro University Faculty of Public Health Master’s Program in Public Health Majoring in Hospital Administration 2013 ABSTRACT Suryani Yuliyanti Analysis on Management of Strategic Plan of Sultan Agung Islamic Hospital through Balanced Scorecard Approach xiv + 120 pages + 5 tables + 6 figures + 7 enclosures Balanced scorecard was a contemporary management tool that can be used as a frame of strategic plan development and as a tool for improving information flow and communication between top executive and middle management in the company. Since 2005, Sultan Agung Islamic hospital (RSI) have implemented strategic plan with balanced scorecard approach. Data obtained from preliminary studies showed that problems during internalization and socialization of vision of the hospital to become a group vision were found in the implementation of the strategic plan. Objective of this study was to analyze strategic management in Sultan Agung Islamic hospital Semarang using balanced scorecard approach. This was an explorative descriptive-qualitative study. Objects of the study included vision, value, mission, purpose, strategic target, strategic map, and harmony among variables. Alternative formulation of vision, value, mission, purpose, and new strategic target were made. Data were collected by conducting observation, documentation study, in-depth interview, and FGD to 19 study subjects. Results of the study showed that vision and mission of the hospital has changed to be shorter, more compact, and easier to understand. Value was still implemented. Sentences in the purpose and target were still too long and not focused; only part of purpose and target that were in line with the vision, consequently, it was difficult to be communicated. Illogical relation was found in the strategic mapping, and cascading had not been implemented. In conclusion, Sultan Agung Islamic hospital is not good in implementing strategic management based on balanced scorecard approach. Key words : hospital, strategic management, balanced scorecard Bibliography : 16 books, 12 journals, 2 document

Research of Motivational Aspects for Marketing Support of Innovative Activity of Industrial Enterprises

The article is devoted to the theoretical grounding and development of practical recommendations for research and formation of motivational aspects for marketing support of innovative activity of industrial enterprises. Methodology of the research of marketing employees at industrial enterprises is revealed to clarify the motives of their behavior and the impact on existing businesses activity. Use of internal marketing is proposed to enhance the motivation of marketing employees for improving innovative activity of the enterprises. Application of motivational approach of the internal marketing is proved. This application is based on overcoming objections concerning innovation, study of internal incentives and opportunities for self-development and aims to result in a change and/or innovation, which is achieved through the formation of a balanced scorecard of marketing department, which is provides creation of preconditions to stimulate, support and development of innovation. Scientific and practical approaches are developed for the use of a balanced scorecard to determine sub-processes of marketing activities, as well as in assessing loyalty of the marketing employees

The Scorecard on Development, 1960-2010: Closing the Gap?

This paper is the third installment in a series (the first and second editions were in 2001 and 2005) that traces a long-term growth failure in most of the world's countries

Systemological Bases of Business Intelligence

Sustainable development support, balanced scorecard development and business process modeling are viewed from the position of systemology. Extensional, intentional and potential properties of a system are considered as necessary to satisfy functional requirements of a meta-system. The correspondence between extensional, intentional and potential properties of a system and sustainable, unsustainable, crisis and catastrophic states of a system is determined. The inaccessibility cause of the system mission is uncovered. The correspondence between extensional, intentional and potential properties of a system and balanced scorecard perspectives is showed. The IDEF0 function modeling method is checked against balanced scorecard perspectives. The correspondence between balanced scorecard perspectives and IDEF0 notations is considered

Evaluasi Kinerja Perawat Pelaksana di Rawat Inap dengan Pendekatan Personal Balance Score Card

This study aims to evaluate the performance of nurses with the Personal Balance Scorecard approach. The research method uses a cross-sectional study. The results of the study are that there is an effect of the use of a personal balanced scorecard on the quality of performance with a p-value of 0.003, there is an effect of the use of a personal balanced scorecard on work standards with a p-value of 0.021, there is an effect of the use of a personal balanced scorecard on customer perception with a p-value of 0.027, and there is an effect of the use of a personal balanced scorecard on learning and development with a p-value of 0.030. In conclusion, there is a significant effect of the use of a personal balanced scorecard on the quality of performance, work standards, customer perception, and learning and development of adult inpatient nurse performance at Sapta Medika Indrapura Hospital. Keywords: Evaluation, Performance, Personal Balance Score Car

Scorecard on Development: 25 Years of Diminished Progress

This report looks at available data on economic growth and various social indicators - including health outcomes and education - in low- and middle-income countries over the last 25 years.