P14.39 3 Develop a strategy map to show the relationships between the different objectives. Balanced scorecard; strategy map; implementation: government department The Department of Social Welfare (DSW) is a state government department that provides financial support and counselling services to several groups in the community: the elderly, the unemployed and children at risk. DSW is accountable to a range of stakeholders, some of whom dictate specific LO14.8 647 STRATEGIC PERFORMANCE MEASUREMENT SYSTEMS CHAPTER 14 deliverables or performance requirements (the government) while others are community-based interest groups and clients The government requires that DSW provides high quality timely and relevant services to clients, and that it achieves service delivery improvements and operates within a tight budget. The government also expects DSW to implement government decisions that involve changes in services, on time and within budget Clients expect services to be easy to access of high quality and suited to their circumstance Community groups expect to have an involvement with DSWDsWinonds to develop close relationshios with those groups and consult blosely to ensure that the services it provides to clients are appropriate DSW is structured into three divisionsAged and the Unemployed Child Safety and Financial Support Each division is managed by a Divisional actor who Forms part of Ds Wissenianagement tiplice a recomandament to help mana balance deliverables or performance requirements (the government) while others are community-based interest groups and clients The government requires that DSW provides high quality, timely and relevant services to clients, and that it achieves service delivery improvements and operates within a tight budget. The government also expects DSW to implement government decisions that involve changes in services, on time and within budget. Clients expect services to be easy to access, of high quality and suited to their circumstances. Community groups expect to have an involvement with DSW, so DSW needs to develop close relationships with those groups and consult closely to ensure that the services it provides to clients are appropriate. DSW is structured into three divisions: Aged and the Unemployed, Child Safety, and Financial Support. Each division is managed by a Divisional Director who forms part of DSW's senior management team. The Director of DSW wishes to put in place a performance management system to help manage these accountabilities. He has talked to his senior management team and they agree that a balanced scorecard with appropriate perspectives and a range of lag and lead indicators is the way to proceed. To provide the foundation for the balanced scorecard, all of the company managers participated in a strategic planning retreat. The outcome of the retreat was a mission statement for the DSW and the identification of five perspectives for the BSC: Mission Provide timely financial support and fdvice to individuals and families in need and encourage them to become self-sufficient Perspectives: Government and other stakeholders. Clients, Service delivery, Employees, Finance. Required: 1 For each perspective, provide one or two objectives 2 Use the objectives to draw a strategy map 3 Formulate a balanced Scorecard for DSW that includes two or more lag and lead indicators to support each objective Make sure that your measures relate specifically to DSW. 4 Explain how your balanced scorecard may be used by the DSW senior management team to monitor managerial and divisional performance to motivate DSW Staff and as a tool for continuous improvement