1. Andrew Olsen
Balanced Scorecard:
Congressional District Office
University of Maryland University College

2. 2
Table of Contents:
Executive Summary…………………………………………………………… 3-4
Introduction………………………………………………………………………. 5
Overview of a Congressional District Office………………………………….. 6-7
BSC Performance Measurement & Strategic Management System………… 7
Creating a BSC……..…………………………………………………………… 7-8
Governmental BSC………………………….………………………………….. 8-9
Brooklyn District Office BSC..…………………………………………………. 9-19
Customer Perspective….………………………………………………. 10-12
Financial Perspective …………………………………………………. 13-14
Internal Perspective ………………………………………………….. 14-17
Innovation & Learning Perspective…………………………………… 17-19
District Office Strategic Mission….…………………………………………… 19-20
Conclusion……………………………………………………………………… 20
References……………………………………………………………………… 21-22

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Executive Summary
I am currently employed for Congressman Vito Fossella as a constituent liaison in
his Brooklyn District office. The fact that his district covers two boroughs that is
connected by a bridge, posses an especially challenging strategic situation. How do we
make sure that the Congressman spends enough time between the two boroughs, while
also being represented appropriately within the district, particularly when he has a prior
commitment?
The Congressman and his staff are a service-based governmental organization. A
majority of the services we provide are Federal in nature, but we also deal with numerous
nonfederal issues because we want to give our constituents the best possible service.
Community outreach is very important and utterly necessary that we both play an active
role in the community.
The BSC is a performance measurement and strategic management system that
translates an organization's mission and strategy into a balanced set of integrated
performance measures. It allows an organization to monitor its current and efforts to
improve processes, motivate and educate employees, and enhance its ability to learn and
improve. When creating a BSC, it is imperative that senior staffers review the
organization’s vision, mission, values, goals, strategies and annual objectives in order to
identify their strategic success factors. The key is to identify objectives that will maintain
a strategic focus the office can understand and follow.
Government offices exist not to make a profit, but to accomplish a mission, which
is placed at the top of the BSC framework. When developing a BSC for a governmental
office the customer perspective is the most important because it captures the ability of the

4. 4
organization to provide quality and effective delivery of services, and overall customer
satisfaction. In government, financial considerations have a constraining role, but will
rarely be the primary objective. The final two perspectives represent and assess the
government’s ability to continually complete its mission.
The services we provide our constituents are extremely important and absolutely
essential functions of congressional offices. It is imperative that we work closely with all
these stakeholders and provide them with access to the office so we can all address their
concerns and remain aware of the issues affecting the district. When interacting with
stakeholders it is imperative to have a clear line of communication so everyone knows
where they stand. Our office should give specific attention to the financial segment of the
BSC to ensure they we are maintaining and advancing goals and will focus our internal
efforts by providing the best possible constituent services for the betterment of the
constituents and the district as a whole. Communication is important when dealing with
our stakeholders so we are aware of the issues affecting our district. Every aspect of
constituent services and all our stakeholders must be considered and prioritized when
evaluating our service system. The key to the success of any project is the relationships
that form within the office and with the stakeholders. Any BSC no matter how perfectly
developed will fail unless proper, leadership, communication, efficiency and effective
decision making is in place.
With a hard-working staff, an effective management team and the right set of
performance measures in place, we have built a performance driven office and have seen
project initiatives that continue to bring improvement to the process. Working together
with our stakeholders, we will continue to meet our goals.

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Introduction:
I am currently employed for Congressman Vito Fossella as a constituent liaison in
his Brooklyn District office. His district encompasses all of Staten Island (S.I.) and the
Southern section of Brooklyn and is connected by the Narrows Verrazzano Bridge (V.Z.).
The fact that his district covers two boroughs that is connected by a bridge, posses an
especially challenging strategic situation. How do we make sure that the Congressman
spends enough time between the two boroughs, while also being represented
appropriately within the district, particularly when he has a prior commitment?
The reason this is so important because S.I. represents almost three fourths of the
district with about 441,000 residents, while the Brooklyn side of the district has roughly
175,000 residents. Since S.I. is the significantly larger part of the district and the
Congressman was born and raised there, S.I. tends to get the most attention, thus leaving
Brooklyn with the “little brother complex,” as the forgotten or overlooked section of the
district. This sentiment was brewing for several years. It was so deep-rooted that it even
went back to the prior Congresswoman. No matter how much we in his Brooklyn office
stressed how strong this opinion was and the importance that something needed to be
done, nothing ever happened. This opinion continued to gain strength until finally in the
2004 election, he lost the Brooklyn side of district for the first time in his seven-year
congressional career.
Now there is a new fervor for Brooklyn and rightfully so, especially if he wants to
continue as the Representative of the 13 th Congressional District. However, it is my
intention to elaborate how this could have been and will continue to be avoided by
incorporating the Balanced Scorecard (BSC) strategic management system.

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Overview of a Congressional District Office:
The Congressman and his staff are a service-based governmental organization.
Constituents are not charged for the services we provide. However, they do pay for these
services, as taxpayers. Federal budgets are funded by tax dollars through yearly
appropriations and this is also true of a House member’s office budget.
A majority of the services we provide are Federal in nature, but we also deal with
numerous nonfederal issues because we want to give our constituents the best possible
service without giving them that run around feeling. Congressional offices are an
intermediary between their constituents and whatever the specific issue the constituent
may have. Currently in the Brooklyn office, we handle all constituent issues related to
the Department of Homeland Security (D.H.S.), the Department of State (D.O.S.) and
any local issue related to the Brooklyn side of the district. We are the Congressman’s
representatives and it is our job and it should be our goal to provide the best service
possible to best meet the needs of the constituency.
Then there is the all important community outreach. Whether it is the
Congressman or an office representative, it is very important and utterly necessary that
they both play an active role in the community. This is especially important for the office
staff, since the Member can spend most of the week in D.C. while Congress is in session.
To perform these services the Congressman is greatly dependent on the quality of
his staff. However, the problem we face is that congressional offices are limited by law
to a specific number of staffers. According to 2 U.S.C. § 92, we may employ 18
permanent employees and 4 additional employees, such as part-time employees
(Members' Congressional Handbook: Staff, 2005). It is up to Chief of Staff to decide

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how to allocate the office staff appropriately so to best serve the congressional district.
Depending on the needs of the district, the staff can be spread thin. All these issues will
be further elaborated on in BSC section of the paper.
BSC Performance Measurement & Strategic Management System:
BSC focuses on strategy and vision, not on control. It is a performance
measurement and strategic management system that translates an organization's mission
and strategy into a balanced set of integrated performance measures (Ho & McKay,
2002). These measures are grounded in an organization's strategic objectives and
competitive demands and, by requiring managers to select a limited number of critical
indicators within each of the four perspectives (Financial, Internal Business, Customer,
and Learning and Growth), helps focus this strategic vision (Kaplan & Norton, 1993).
Performance measures provide a concise yet complete picture of an organization's
progress toward its mission and goal (Ho & McKay, 2002). Through the BSC, an
organization monitors both its current and its efforts to improve processes, motivate and
educate employees, and enhance its ability to learn and improve.
Creating a BSC:
When creating a BSC, it is imperative that senior staffers review the
organization’s vision, mission, values, goals, strategies and annual objectives in order to
identify their strategic success factors (Kaplan & Norton, 1996). They have the most
comprehensive view of the organization and their support is necessary for acceptance
within the organization. Most importantly, the senior staff must establish a clear
understanding of the organization’s objectives so it can be clearly communicated to every

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employee. The key is to identify objectives that will maintain a strategic focus the office
can understand and follow.
The BSC can be customized, but it must have unity and purpose. Senior staff
must determine the key performance indicators and targets for the organization and
establish some initiatives in order to determine how the business will meet these targets.
The performance indicators can be influenced directly by everyone in the organization,
thereby encouraging changes in behavior and activities to achieve its strategies. These
indicators are staff development, internal efficiency, customer satisfaction, and long-term
financial performance (Oliveira, 2001). Indicators are maintained to measure an
organization’s progress toward achieving its vision; other indicators are maintained to
measure the long-term drivers of success. Basically, managers are able to monitor and
adjust the implementation of their strategy, and to make fundamental changes in the
strategy itself (Kaplan & Norton, 1996).
Governmental BSC:
Government offices exist not to make a profit, but to accomplish a mission, which
is placed at the top of the BSC framework. Strategy will always be key to achieving that
mission, which is base on their customers, not financial stakeholders. The strategic
planning process begins by determining the government's primary objectives, which are
related to its stakeholders and then the secondary objectives, which reflect the choices
that will be used to pursue the primary objectives, are then established (Chan,
2002/2003).
When developing a BSC for a governmental office the customer perspective is the
most important because it captures the ability of the organization to provide quality and

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effective delivery of services, and overall customer satisfaction. Recognizing that budgets
are limiting factors, governmental offices should have a greater stewardship
responsibility and focus than do private sector entities.
In government, financial considerations have a constraining role, but will rarely
be the primary objective. Success for such organizations should be measured by how
effectively and efficiently these organizations meet the needs of their constituencies and
even their ability to control costs and manage their budget. Government offices have to
focus their limited resources on specific objectives and constituents (Chan, 2004). The
financial perspective is a resource needed to attain objectives not usually related to profit
(Eagle, Cooke, & Rossi, 2004).
The internal business perspective can encourage the government to change and
improve the way it delivered services, especially by forming partnerships within
communities and improving productivity. While the learning and growth perspectives can
determine whether the government is maintaining employee training and skills so that it
could continually improve. Basically, these final two perspectives represent and assess
the government’s ability to continually complete its mission. These four perspectives
will be evaluated in the next few sections.
Brooklyn District Office BSC:
The different perspectives incorporated in the BSC assist the senior staff to focus
more on long-term objectives. Monitoring performance and learning from the results, in
the customer, internal process, employee learning and growth, and financial perspectives
will provide you with the direction for planning short-term objectives important for
achieving the overall strategy, as well as a check on how the organization is doing in

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fulfilling those objectives and guide us ever closer to achievement of the mission (Lang,
2004). However, due to the nature of politics, specifically for a Congressman, long-term
objectives consist of two-year increments. For that reason, the short-term objectives may
play a more prominent role and the objectives may be more general.
Customer Perspective
Objectives Measures Targets Initiatives
Continuously Electoral Margin Strong Electoral Base Quality Staff &
Improving Constituent Service Leadership
Service Inquiry Acknowledge inquiry
acknowledgement within the first 2-4 Equipment &
days; Send out inquiry Service Excellence
within the first 7-10
Constituent days. Convenient Methods
Satisfaction of Contact
70-90% Satisfaction of
all those who contact
the office
Establish partnerships Task Forces & Evaluate & Prioritize Establishing Task
within the community Committees the Community issues Forces &
& Establish Whatever Committees to the
Internships Necessary Task Forces Appropriate
& Committees Community Issues
Congressional
Programs
Improved Constituent Community Attend 80-100% of all Meeting with
& Community Support community meetings. various community
Outreach Making sure the groups
Marketing the Congressman attends
Congressman the important meetings Constituent Surveys
Numerous Programs Congressional
Sponsored by the Programs
Congressman
Making the
Community Aware
of the
Congressman’s
Achievements that
benefit the District

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Customer – The services we provide our constituents are an extremely important and an
absolutely essential function of congressional offices. Often Members' reputations among
their constituency are based on their ability to help individual constituents with all sorts
of more or less personal problems with the government. Constituent services involve
casework where an office staffer acts as an intermediary between the constituents and
whatever specific issue the constituent may have. Casework is crucial because it
addresses the real needs of our constituents and helps reduce the frustration they feel
towards what can appear to be a massive, impersonal government.
It is greatly important to be able to prioritize the importance of each issue, which
should be ranked in order of urgency to the importance of the stakeholder. We attempt to
handle whatever issue is brought to out attention because if we do not do it, someone else
will and that person may become a future threat and individuals have a tendency to
remember when they were not helped. This is why it is absolutely necessary to prioritize
the importance of all issues so as not to overextend our staff and then be able to refer
those other issues to political allies. Strategic planning plays an essential role here.
Constituent services also include community outreach where the representative
and his staff play an active role in the district. Community boards, religious and
community groups, boards of trade and other business interests, civic and merchant
associations, schools, hospitals, to name a few, all have a direct interest in the
representative and want something from him. It is imperative that we work closely with
all these stakeholders and provide them with access to the office so we can address their
concerns and remain aware of the issues affecting the district. This is why we are having
regular meetings, briefings or just talking with stakeholders and spending a significant

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amount of time attending receptions. It also provides us with a framework for finding
common ground between any differences and what issues they hope to solve. This is
another way we increase the representative’s exposure and our accessibility while helping
the representative to avoid the label or stigma as being “unapproachable.”
These two roles are dependent on each other. The one cannot go without the
other. No matter how effective we are in handling constituent casework, if we are not
active in the district itself, it will not make much difference to our stakeholders and vise
versa. This is especially true to our electoral base, which are our most important
stakeholders. When interacting with stakeholders it is imperative to have a clear line of
communication so everyone knows where they stand. It is essential to be open and
honest with your stakeholders. Never make vague promises or those that they cannot
keep for a short-term gain because it will negatively affect the Congressman and his
ability to perform over the long run. Most importantly, when conducting community
outreach, it is necessary to be continuously active in the community all year long and not
just around election time. Stakeholders are not foolish individuals and will realize that
the representative is just taking advantage of them for quick pre-election exposure. All
this becomes imperative, since the Congressman is up for election every two years.

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Financial Perspective
Objectives Measures Targets Initiatives
Deliver Maximum value Controlling costs Closely Evaluate all Comparative
to the Constituency purchases Shopping
Maximize
Productivity Increase Response Newsletter
Time to Constituent
Inquiries. Maximize use of
Email & our
Utilize Interns Website
Purchase Products
that Increase the
Efficiency of the
Office
Budget Management Allocate Funds Use Funds to Make Monitored Budget
According to Need the Community Management
and Importance Aware of the
Congressman’s Quarterly Review
Cost to Spend Ratios Achievements that
benefit the District Utilize Free Press
Releases &
Communicate the Community
status of the Budget Meetings to Promote
to Office Manager Congressman
Cost efficiency Maximize cost Purchase only Cost Quarterly Review
savings Effective Products
Targeted Cost
Value Purchasing Strategic Purchases Containment
Maximize Value at
least Cost
Financial – No organization can successfully operate and meet customer requirements
without financial resources. If there is not a good measure of overall cost, the financial
perspective might be omitted from the measurement system, but then heavy attention
should be given to finding other more micro-cost-related measures in the other
perspectives, especially internal business processes and technology (Thor, 2003). In this
case, even though we are constraint by a federal budget, we where able to develop some
key measures. Our office should give specific attention to the financial segment of the

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BSC to ensure they we are maintaining and advancing goals. We will also monitor cost
efficiency and budget management on a regular basis and evaluate and communicate
them throughout the office.
The Congressman has a Members’ Representational Allowance (M.R.A.) of about
$1.2 million dollars to run his entire office (Conrad, 2005), which pays employee
salaries, and numerous expenses, such as: official & representational, district office,
communication, and franked mail to name a few. The MRA does not role over to the
following year so there are really no incentives to be cost effective, except that of public
opinion. There are many that feel that there is not enough oversight to these allowances
given to the Congressperson. It is viewed as more government waste. In the end it is the
constituents that provide the money for these MRAs, so they do have a right to be
concerned and question how and where are their tax dollars going, especially if it goes to
an elected official. If we can show our constituency that we are cost efficient and strictly
adhere to a budget, it could go a long to improving our electoral base. In addition, as a
fiscal conservative, what better way to lead by example than to manage our budget
efficiently and show that we are good stewards of the taxpayers’ money. Our goal every
year should be to finish in the black and when the Congressman returns the remaining
MRA balance to the Treasury Department, it will make for a nice press release. This is
why it is very important to pay careful attention to the various details of the financial
side.
Internal Perspective
Objectives Measures Targets Initiatives

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Provide Highest Electoral Margin Strong Electoral Base Quality & Service
Quality Service Leadership
Constituent 70-90% Satisfaction of
Satisfaction all those who contact Constituent Outreach
the office Programs
Establish Task Forces & Evaluate & Prioritize Establishing Task Forces
partnerships Committees the Community issues & Committees to the
within the & Establish Whatever Appropriate Community
community Internships Necessary Task Forces Issues
& Committees
Congressional Programs
Improve Backlog of work Acknowledge inquiry Communication & IT
productivity within the 2-4 days; proficiency &
Labor productivity Send out inquiry within management
the 7-10 days.
Equipment Strategic Review
downtime
Identify & Stakeholder Know the constituents Strategic Review
Evaluate our Background & what issues are
Stakeholders driving your district Prioritize Stakeholders
Internal – Our office will be focusing our internal efforts by providing the best possible
constituent services for the betterment of the constituents and the district as a whole.
However, it is also about getting the Member reelected and in turn keeping your job. We
must determine how to optimize our office in order to enhance our constituent services.
This is the goal and it must be continuously evaluated on a regular basis in order to
determine if we are meeting the needs of our constituents. It is also used to make certain
that office attitudes do not become lax. This is something offices are susceptible to when
working for an incumbent.
Another important process in our attempt to exceed our constituents’ expectations
is to identify and evaluate all stakeholders that may affect the Congressman and his
office. This is first accomplished by identifying all of the constituent/community groups,
business organizations/interests, other governmental offices and officials, and individual
constituents who will require our attention. All stakeholders are important, but it is

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important to evaluate each stakeholder and prioritize their relative importance. This is
necessary because constituent services are tough work. There is an unyielding demand
on our time and only so much can be accomplished at one time. There are times you can
listen to people talk about their issues for two or three hours at a time and those are long,
hard, draining hours, which take away from other necessary and important office work.
We need to be approachable. However, we need to have control and organization
over how we run the office and handle our stakeholders. By prioritizing stakeholders, we
can structure a plan where we can best serve our stakeholders. From there we can assess
how well we are meeting all of our stakeholders' expectations while in turn develop
strategies to better meet the needs and expectations of our stakeholders. This too is
another important aspect of strategic planning. Simply put, we need to understand what
our stakeholders expect from us and making sure that we meet those expectations and
hopefully exceed them.
Communication is important when dealing with our stakeholders so we are aware
of the issues affecting our district. That can only occur with the free exchange of
information. We need to continually work to build social and business relationships with
our team and stakeholders as a way to lessen any communication barriers surrounding
district issues. This too will be further elaborated on in the coming sections. However,
building social and business relationships is used to understand what issues are of
importance to our stakeholders. This also allows us to discover what issues affect our
stakeholders and find common ground between any differences. Two years is not much
time to work with and it is very easy to lose your electoral base. This is why our office

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must be as efficient and effective as possible in order to exceed our constituents’
expectations.
Innovation & Learning Perspective
Objectives Measures Targets Initiatives
Quality & State of the Availability of Continue to Work Closely with IT
art IT computer equipment Upgrade IT when support staff
with needed software necessary
& connections
IT Competence &
Awareness
Utilization of key IT
Employee Satisfaction Satisfaction surveys Consistent Quality Employee Feedback &
Coverage at all Review
Employee retention Levels
Shared Responsibilities /
Office Climate Leadership Role
Improved Office Overall Employee Embraced Office Evaluation & Strategy
Communication Strategy Knowledge Strategy Meetings
Office Climate
Employee competencies Employee skills Training / Review Support Assistance
Learning & Growth - Every aspect of constituent services and all our stakeholders must
be considered and prioritized when evaluating our service system. In our office we cross
somewhere between the self-service approach and the personal-attention approach. Our
service-system matrix varies from low contact through mail/email to high contact, such
as face-to-face meeting. It is inevitable that we will have to meet face-to-face with
constituents on a regular basis, but due to the extreme volume of casework we try to
direct constituents to make use all information systems available. However, since we
represent the Congressman, we must remain as accessible as possible. Nevertheless,
production efficiency greatly decreases when there is higher contact with constituents.
The lower the contact, such as through mail/email, fax, and Internet, the more efficiently

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the system is allowed to function, since the constituent is unable to significantly affect or
disrupt the system. This gives us some control in how to best serve our stakeholders by
possibly easing some of our workload while preventing our staff from being taxed. IT is
improving productivity so it is important to take advantage of new technology to increase
customer or in this case constituent satisfaction.
Leadership is also a critical element marking successful organizations. Leadership
does not stop at the top, but should cascade throughout an organization, creating
champions and a team approach to achievement of mission. BSC success often depends
on the presence of a leader(s) who is committed to the project's success (Lang, 2004) and
responsible for determining how to measure progress toward meeting the strategy;
collecting, measuring, and reporting data related to the strategy; and recommending
targets for each year.
As previously mentioned, we are limited to no more than 18 permanent staffers
and four temporary staffers. It is up to the Chief of Staff to decide how that staff is to be
apportioned to best serve the district and depending on the needs of the district, the staff
can be spread thin. We must be able work around our limits to best serve our
constituents. It is key to be able to optimize our office staff to enhance our constituent
services.
The key to the success of any project is the relationships that form within the
office and with the stakeholders. Communication and information exchange are key to
these relationships. We should utilize established internal communications channels to
help employees understand the strategic planning process, inform them of progress and

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significant milestones, and continually remind them that strategic planning is a high
priority (Eagle, Cooke, & Rossi, 2004).
In a healthy organizational culture all employees have value and are treated as
such. Information is treated as an important factor in the organization. The sharing and
free flow of information is encouraged to everyone within the organization. Staff
communication is essential so we aware of what direction our office headed in and we
remain focused on our mission. It also enables senior staff to more effectively
communicate the contents of the business plan to employees in a manner that links their
daily duties to the achievement of strategy (Eagle, Cooke, & Rossi, 2004). When
information flows freely throughout the office employees have a sense of pride and
loyalty and allows employees to remain focused on the organization’s mission. It is
detrimental that we are all on the same page. Any BSC no matter how perfectly
developed will fail unless proper, leadership, communication, efficiency and effective
decision making is in place.
District Office Strategic Mission:
After evaluating the office’s four perspectives, we are able to determine that our
mission is to provide the best service to our constituency with the goal of improving our
electoral base and getting the Congressman reelected. This involves having a constant
communication between all of our stakeholders, evaluating and prioritizing our
stakeholders, while constantly looking for ways to improve and adjust the strategy when
necessary. It is imperative that we continue to monitor our BSC strategy and remain
flexible because performance management is an ever-changing process. This is key

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because the BSC functions as the cornerstone of an organization's current and future
success (Kaplan & Norton, 1993).
Conclusion:
In the field of politics the stakes are high and there is little room for mistakes,
especially when you must run for office every two years. We must continually look to
improve or the Congressman may not get reelected and we would risk losing our jobs.
This is why we must not react to issues, but have a strategic management system to deal
with any issue possible that could affect the future of the office. Part of that strategic
management system is to provide the best possible constituent services.
With a hard-working staff, an effective management team and the right set of
performance measures in place, we have built a performance driven office and have seen
project initiatives that continue to bring improvement to the process. Working with staff
and management, will be instrumental in sustaining progress as we monitor and evaluate
the effectiveness of the BSC because it is not just what is measured, but how the
measurements are used that determine organizational success (Kaplan & Norton, 2001).
We will use that knowledge to update and revise our vision and performance measures as
needed and to communicate that information. Working together with our stakeholders,
we will continue to meet our goals.

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