scholarly journals Engaging stakeholders for improved IAM implementation

2020 ◽  
Vol 15 (2) ◽  
pp. 350-355
Author(s):  
A. Malm ◽  
G.-M. Löfdahl
Keyword(s):  
Public Sector ◽  
Asset Management ◽  
New Technologies ◽  
Research Programme ◽  
Economic Resources ◽  
Water Infrastructure ◽  
The Public ◽  
Qualified Personnel ◽  
Applicable Knowledge ◽  
Infrastructure Asset Management

Abstract There are major challenges for water infrastructure asset management in the public sector of Sweden. Necessary intensity of reinvestments is too low and simultaneously stakeholders find it difficult to source qualified personnel. By implementing comprehensive methods such as Infrastructure Asset Management (IAM) processes, efficiency can be improved and to some extent can compensate for lack of human and economic resources. The Mistra InfraMaint research programme is building and disseminating knowledge of sustainable, effective and efficient maintenance of infrastructure. Involving stakeholders is found to be effective to transfer the research into practice. The cooperation between researchers and stakeholders has already started the application phase, giving the opportunity to meet, get to know each other and discuss the importance and priorities. For further in depth involvement of stakeholders, six of the PhD students are industrial PhD students, situated within the municipal companies' organisations. Also, the competence building parts of the programme will be done in co-creation with the stakeholders. In the coming years, Mistra InfraMaint will contribute with innovative and applicable knowledge, and increase utilization of new technologies, approaches and methods. Dissemination of the results will lead to increased competence and contribute to better IAM within relevant organisations.

scholarly journals Water Infrastructure Asset Management Is Evolving

2021 ◽  
Vol 6 (6) ◽  
pp. 90
Author(s):  
Assela Pathirana ◽  
Frank den Heijer ◽  
Paul B Sayers
Keyword(s):  
Asset Management ◽  
Capacity Development ◽  
Water Infrastructure ◽  
Poor State ◽  
Technical Developments ◽  
The Poor ◽  
Development Agenda ◽  
Future Direction ◽  
Relevant Education ◽  
Infrastructure Asset Management

Infrastructure Asset Management (IAM) is the process by which decisions are made and resources allocated to ensure organisational or societal assets continue to deliver, as required. IAM is an evolving field. We discuss this evolution and present our perspectives on the future direction of IAM. IAM was born as a response to the poor state of maintenance of infrastructure, largely due to lack of resources, and emphasizes the need to prioritize maintenance and renewal using risk-based approaches. The demands on IAM have also continued to evolve as asset systems have become more complex, with multifunctionality, adaptative capacity and nature-based infrastructure, all issues that IAM must now consider. These challenges underpin the changing context of Water Infrastructure Asset Management (WIAM) and the opportunity for WIAM to harness new technical developments from other IAM domains. WIAM will need to continue to evolve, responding to these challenges and take advantage of these opportunities through research and application in collaboration with a relevant education and capacity development agenda.

Leveraging business intelligence systems to enhance management control and business process performance in the public sector

2021 ◽  
Vol ahead-of-print (ahead-of-print) ◽  
Author(s):  
Mohamed Z. Elbashir ◽  
Steve G. Sutton ◽  
Vicky Arnold ◽  
Philip A. Collier
Keyword(s):  
Public Sector ◽  
Private Sector ◽  
Performance Measurement ◽  
Knowledge Creation ◽  
New Technologies ◽  
Top Management ◽  
Process Performance ◽  
Content Type ◽  
The Public ◽  
Public Sector Organizations

Purpose Recent research and policy reports indicate public sector organizations struggle to leverage information technology-based performance measurement systems and fail to effectively evaluate performance beyond financial metrics. This study aims to focus on organizational factors that influence the assimilation of business intelligence (BI) systems into integrated management control systems and the corollary impact on improving business process performance within public sector organizations. Design/methodology/approach The complete Australian client list was acquired from a leading BI vendor; and the authors surveyed all public sector organizations, receiving 226 individual responses representing 160 public sector organizations in Australia. Using latent construct measurement, structural equation modeling (SEM)-partial least squares is used to test the theoretical model. Findings When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities that are critical to assimilation in private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. When top management effectively manages knowledge importation from external entities to counteract deficiencies, public sector organizations effectively assimilate BI knowledge into performance measurement yielding strong process performance. Research limitations/implications When top management promotes knowledge creation among the organization’s operational level employees and support their activities with strong BI infrastructure, the same knowledge and infrastructure capabilities critical to assimilation in the private sector hold in the public sector. However, public sector organizations generally have difficulty retaining staff with expertise in new technologies and attracting new innovative staff that can leverage smart systems to effect major change in performance measurement. The research extends the theory behind organizational absorptive capacity by highlighting how knowledge importation can be used as an external source facilitating internal knowledge creation. This collaborative knowledge creation leads to affective assimilation of BI technologies and associated performance gains. Practical implications The results provide guidance to public sector organizations that struggle to measure and validate service outcomes under New Public Management regulations and mandates. Originality/value The results reveal that consistent with the philosophies behind New Public Management strategies, private sector measures for increasing organizational absorptive capacity can be applied in the public sector. However, knowledge importation appears to be a major catalyst in the public sector where the resources to retain skilled professionals with an ability to leverage contemporary technologies into service performance are often very limited. Top management team knowledge and skills are critical to effectively leveraging these internal and external knowledge creation mechanisms.

Evaluation of Customer-Driven Level of Service for Water Infrastructure Asset Management

2015 ◽  
Vol 31 (4) ◽  
pp. 04014067 ◽  
Author(s):  
Sangjong Han ◽  
Myung Jin Chae ◽  
Hwankook Hwang ◽  
Youn-kyoo Choung
Keyword(s):  
Asset Management ◽  
Level Of Service ◽  
Water Infrastructure ◽  
Infrastructure Asset Management

scholarly journals Public Accountability System: Empirical Assessment of Public Sector of Malaysia

2019 ◽  
Author(s):  
Jamaliah Said ◽  
Md. Mahmudul Alam ◽  
Mohamad Azizal bin Abd Aziz
Keyword(s):  
Public Sector ◽  
Asset Management ◽  
Assessment System ◽  
Primary Data ◽  
The Public ◽  
System P ◽  
Final Sample ◽  
The Status ◽  
Auditor General ◽  
Strongly Agree

As the recent Auditor General‟s report discovered some corruptions, weakness, and lack of control in asset management in the public sector of Malaysia, this study is an attempt to assess the status of current practices of accountability in public sector of Malaysia. This study collected primary data based on a set of questionnaire survey that was distributed by email using the Google Doc application among the head of department of 682 departments and agencies under 24 federal ministries including the Prime Minister Department in Malaysia. Finally, based on the email responses, the final sample of the study is 109 respondents. The data were collected based on the opinion about ten factors of accountability practices in the department or agency by using seven-point Likert scale ranging from 1 (strongly disagree) to 7 (strongly agree). The data are analysed under descriptive statistics and factor analysis. Further, the reliability of the data is tested by using Cronbach alpha test, and the validity of data is tested by checking the normality of data through Shapiro Wilk test and graphically. Overall, 87.3% of the respondents mentioned that overall they practice accountability in their department. However, the priority of these ten factors of accountability differs among the services schemes. The accountability in the administrative & diplomatic, education, and medical & health is below the overall average accountability. The accountability in the financial and information system schemes is also not strong enough. Therefore the public sector in Malaysia needs to be transformed into becoming a reliable and efficient sector by ensuring proper accountability and its proper assessment system.

scholarly journals PUBLIC SECTOR PROPERTY MANAGEMENT REFORM TO ENHANCE THE ECONOMIC DEVELOPMENT: CROATIA AND BOSNIA AND HERZEGOVINA CURRENT STATE AND INTERNATIONAL PERSPECTIVES

2017 ◽  
pp. 436-461
Keyword(s):  
Economic Development ◽  
Public Sector ◽  
Bosnia And Herzegovina ◽  
Asset Management ◽  
Financial Management ◽  
Property Management ◽  
Real Property ◽  
Management Reform ◽  
The Public ◽  
Current State

Property asset management can be defined as the process of decision – making and implementation relating to the acquisition, use, and disposition of real property. This definition applies to both the private and public sectors, even though in the government sector, the term itself was not in common usage until recently. Over last two decades, however, a new discipline has emerged that looks more critically at the important component of public wealth and seeks to apply standards of economic efficiency and effective organizational and resource management. Public sector property management has been regarded as a structured process that seeks to ensure best value for money in serving the strategic public sector needs and enhancing the economic development and competitiveness. There are governments that are only beginning to seek improvements in the management of publicly owned property with a goal of putting into use various types of government asset items, under the supervision of professional management, with a view to ensuring quality public services and welfare to the citizens, governments that have just recently embarked in the long term financial management reforms and strategic public sector property management reform in particular, and governments called “advanced reformers” offering their conceptual and valuable practical experience in the sphere of public property management. Starting from the concept that public authorities have to be fully accountable to the public and that the whole of government assets need and can be effectively managed, and widely accepted thesis that effective government asset management is a very important generator for creating a supportive entrepreneurial environment, and raising the competitiveness of the entire economy, in this paper we analyse the drivers of international property management reforms in the public sector and provide a comment on public sector property management in developed countries and (post) transition countries. Then we analyse the characteristics of commenced public sector property management reform in Croatia which may be considered as challenges ahead of Bosnia and Herzegovina authorities in structuring their national public sector property management reform, given the current state of play.

THE IMPORTANCE OF PROPERTY ASSET MANAGEMENT IN THE SPANISH PUBLIC SECTOR

2017 ◽  
Vol 4 (1) ◽  
Author(s):  
Desiree Sandoica Paris ◽  
Manuel Soler Severino
Keyword(s):  
Public Sector ◽  
Asset Management ◽  
The Political ◽  
The Public ◽  
Political Cycles ◽  
Electoral Cycle ◽  
Historical Heritage ◽  
Under Construction ◽  
Term Management

There are public entities that possess in their hands multiple property assets, that are difficult to manage, being, in many cases, buildings that are considered icons that contribute to the character of their surroundings or that take part of our historical heritage or have some kind of protection. It is difficult for the private sector to manage these assets, if in the public sector, we add the electoral cycle, the problems increase. At a public level, it is more complicated, since it should be understood that the planning of property assets and delivery do not correspond to the political cycles. In addition, policies change once established, perhaps with the development under construction, will inevitably have serious consequences on: the planning, cost and alignment of the building with the final needs of the asset. Therefore, it is important for all the stakeholders to realize that an approach is needed for the long-term management of property asset portfolios. To achieve this goal, we have developed a structured and programmed approach of Property Asset Management adapted to the public sector, in order to provide the best solutions.

Algorithmic governance in public sector: is digitization a key to effective management

2020 ◽  
Vol 11 (9) ◽  
pp. 2149
Author(s):  
Aurelija Pūraitė ◽  
Vaiva Zuzevičiūtė ◽  
Daiva Bereikienė ◽  
Tetyana Skrypko ◽  
Leonid Shmorgun
Keyword(s):  
Public Sector ◽  
New Technologies ◽  
Human Resources Management ◽  
Digital Transformation ◽  
Ethical Standards ◽  
Effective Management ◽  
Resources Management ◽  
The Public ◽  
Strategic Actions ◽  
New Strategies

While algorithmic governance in the public sector can lead to increased efficiency and cost-effectiveness, the implementation of those digital innovations can also result in multiple forms of harm: data bias can lead to reinforcement of inequality, discrimination, and criminalization of already marginalized populations; lack of accountability and transparency in decision-making can lead to injustices; societal trust and the legitimacy of public sector institutions may suffer; privacy and fundamental human rights may be threatened, ethical standards challenged. Digital transformation, leading to algorithmic governance, may be challenged in times of crisis, such as the recent pandemic outbreak, as new technologies in public sector institutions and forms of data-driven surveillance and intrusive monitoring are introduced in the name of public security and social need.  This research focuses in affirming the assumption that the effective management in the public sector, first of all, is determined by the ability of this sector to transform the perception of the services delivered; secondly, it requires strategic actions to enable the systemic and coherent digital transformation of the public sector; and lastly, the new strategies of human resources management in the public sector should be considered. The focus is concentrated on understanding how the implementation of digital tools to the public sector and public services correlate with algorithmic governance concept and what impact digitization has on the effectiveness of management in the public sector.

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