**4. Scorecard**

### **4.1 Description of the conceptual framework**

A scorecard is a technique of measuring the performance of an organization in its entirety rather than focusing on a particular process or component of activities, tasks, and operations [4]. A balanced scorecard can be used to test the effectiveness of a program such as the ability of the program to be achieved at a reduced cost, increased efficiency, reduced efforts, and a high accuracy in producing the required outcomes. Previously, a balanced scorecard was designed to enable the assessment of the performance of companies and the extent to which its strategic decisions can be made to achieve the desired operational outcomes. It has been a relevant tool for companies in the assessment of the performance of internal processes and providing opportunities for learning and growth [5]. In spite of the perception that a balanced scorecard is used as a tool for measuring performance, it can be used in the measurement of other activities such as operational efficiency, effective time utilization, and the level of competitiveness of an organization in a particular industry.

### **4.2 How it works**

A balanced scorecard (BSC) is used in deciding what a business is trying to achieve, to align resources in a manner that the regular activities of a business are achieved, and to create priorities for the provision of products and services to customers. It is composed of small boxes containing elements of mission, vision, core values of an organization, strategic areas of focus, and the activities in which a business will undertake to achieve continuous improvement [6].

BSC is primarily used by businesses, government agencies, and non-profit institutions. The working principle of a BSC is that an organization can be viewed from a number of perspectives, which can be used to create objectives, targets, and actions in relation to various points of views. The main perspectives of a BSC are listed below.

