The successful implementation of balanced scorecard requires a great deal of effort andrnresources. This study was designed to investigate the status of implementation of balancedrnscorecard. The study was conducted on six sub-city education offices and multiple data sourcesrnfrom head offices, all core process owners and 43 educational experts. This study has been usedrnmixed method to which qualitative method was more dominant and approached sequentially in anrnexploratory mode. The data was collected through interview, focus group discussion, documentrnanalysis and questionnaires. The data obtained were analyzed through qualitative approach,rnwhich it has used text and multimedia materials, and the quantitative methods has been employedrnSPSS application such like percentage. The findings of the study based on the analysis of datarnreveal that scorecard has not yet linked with all resources particularly with the budget. Thernreport system of scorecard most of sub city is used manual rather than automation. Scorecard isrnonly cascading the physical part but not the spiritually and pocket cascading. Even there was nornpersonal scorecard. Most leaders left the implementation of balanced scorecard to the middlernmanager/core process owners and not yet create sense of emergency about the emergingrnmanagement tool and leader are not on the truck to monitor and evaluate the balancedrnscorecard. The balanced scorecard has not yet aligned with organization, system, and employeernperformance around strategy through reward, motivation and recognition. Therefore, not linkedrnwith the budget, it is key factor for miss-implementation of balanced scorecard. Similarity notrnusing automation will halt the implementation of balanced scorecard. It has not completelyrncascading from top to bottom, will hardly learn about the strategy and will not be motivated tornexecute it and this make Balanced scorecard not implemented Successfully. Leaders managersrnhave less commitment toward implement Balanced scorecard. Similarly, there is low level ofrnunderstanding about balanced scorecard that makes BSC too complex to do. In light of thesernfindings, every strategic objective of the scorecard should link with the annual budget of the sub-rncity education offices, and thereby reporting system form bottom to top should be automated.rnLeaders should mobilize the change through inspiring and motivation by giving institutionalrnmonitoring and evaluation. Everybody and job should link with the strategic of the sub cityrneducation offices.