Non-financial performance measures

In this lesson

1. 0:00 Financial performance measures and their limitations
2. 1:14 Balanced scorecard framework explained
3. 3:08 Internal business perspective and efficiency
4. 3:57 Integrated reporting and six capitals
5. 7:32 Integrated reporting practice question
6. 8:21 Value for money framework for public sector
7. 9:14 Public sector performance measurement example
8. 10:26 Fitzgerald and Moon framework for services

About this lesson

organisational value creation. You'll also discover how public sector and service organisations use alternative frameworks like the value for money assessment and Fitzgerald and Moon's results and determinants model to evaluate performance beyond profit. The balanced scorecard helps you think beyond backward-looking financial results by focusing on what drives performance: customer satisfaction, internal efficiency, and innovation and learning. By identifying key performance indicators across these four perspectives, you gain insight into the leading indicators that ultimately influence financial outcomes. This forward-looking approach is particularly valuable for strategic planning and identifying where to focus improvement efforts. Integrated reporting takes this further by explaining how organisations create value through six types of capital—financial, manufactured, natural, intellectual, human, and social and relationship capital. Rather than presenting dense financial statements, integrated reporting shows stakeholders a clear picture of how business processes transform inputs into outputs and create sustainable value over time. The value for money framework and Fitzgerald and Moon's FIRE model offer practical alternatives for public sector and service organisations where profit maximisation isn't the primary objective, using economy, efficiency, and effectiveness as key measures.

Duration: 12m