Mapping Stakeholder Expectations of a Publicly Funded Post-Secondary Institution: A Balanced Scorecard Perspective

2020 ◽  
pp. 0000-0000
Author(s):  
Katelyn Stejskal ◽  
Naqi Sayed ◽  
Camillo Lento
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Policy Debate ◽  
Publicly Funded ◽  
Stakeholder Expectations ◽  
Post Secondary ◽  
The Public

Reservations are generally expressed about the applicability of performance management tools, which were primarily developed for the private sector, to public sector institutions. One of the concerns relates to the corporatization of public sector entities, which can lead to the erosion of the public interest. Sensitivities are especially high with higher education. However, increasing budget deficits and a focus on financial stewardship is driving more public entities toward the adoption of these techniques. One tool that has become widely adopted in this regard is the Balanced Scorecard ("BSC"). We attempt to legitimize the use of the BSC for a publicly-funded post-secondary institutions by developing a strategy map based upon community-based stakeholder expectations. Cause-and-effect relationships between key success factors ("KSF") are explored with the Decision-Making Trial and Evaluation Laboratory method. Our paper contributes to the public policy debate on the expected role of higher education while identifying causal relationships between KSFs for the purpose of strategy implementation.

Leadership in universities

2011 ◽  
Vol 7 (3) ◽  
pp. 229-234 ◽  
Author(s):  
Peter Scott
Keyword(s):  
Higher Education ◽  
Public Sector ◽  
New Public Management ◽  
Central Government ◽  
Publicly Funded ◽  
Apparent Paradox ◽  
Mass System ◽  
Content Type ◽  
The Public ◽  
The Impact

PurposeThe purpose of this paper is to consider whether recent changes in higher education – notably a tripling of student fees and the withdrawal of most direct public funding for teaching – pose fundamental challenges for the pattern of governance, leadership and management in colleges in universities. It considers the impact not only of these visible, politically‐driven changes but also of less visible and longer‐terms shifts in curriculum, teaching delivery, learning cultures and research organisation.Design/methodology/approachHigher education has changed more than most other publicly funded services. Within the space of two generations it has moved from being a collection of institutions catering for an academically (and socially) selected elite, to become a mass system enrolling almost half of young adults – and an increasing proportion of adult students. Yet its governance and management have been marked by continuity. This paper considers the challenges that this greatly extended role for higher education poses for leadership – but in the context of stable arrangements for governance and management. Higher education leadership is also compared, and contrasted with, leadership in other parts of the public sector.FindingsAlthough higher education has been influenced by the New Public Management, it has changed less than other publicly funded services. Although Vice‐chancellors have taken on many of the trappings of executive leaders, most continue to be drawn from traditional academic backgrounds. Few professional managers have broken through into top leadership roles. Governance arrangements, in particular, have changed little – posing issues of strategic oversight and management accountability. Nevertheless, universities have demonstrated remarkable resilience and adaptability, experiencing few of the crises (financial and otherwise) common in other parts of the public sector. This apparent paradox may indicate how effective university leadership may be in the context of managing more open and distributed “knowledge” organisations.Originality/valueConventional wisdom, within central government and elsewhere, suggests that higher education may be experiencing a “deficit” in relation to modern leadership cultures. This paper challenges that assumption, suggesting that other parts of the public sector, especially, those employing a large number of expert and autonomous professionals, could learn from the experience of universities.

scholarly journals Critical Success Factors (CSFs) of Balanced Scorecard Implementation in Public Sector Institution (A Study in the Ministry of Foreign Affairs (MoFA) Indonesia)

2020 ◽  
Vol 006 (01) ◽  
pp. 118-126
Author(s):  
Bernard Teguh Rizaldi Sirait ◽  
Andy Fefta Wijaya ◽  
Fadillah Putra
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Critical Success Factors ◽  
Success Factors ◽  
Foreign Affairs ◽  
Management Tools ◽  
Critical Success ◽  
Determining Factors ◽  
Study Support

Implementing Balanced Scorecard (BSC) in public sector’s performance management system is interesting, due to public sector’s concern for performance measurement. As one promising performance management tools, BSC was originally designed for the private sector institution, but later gaining its popularity among the public institutions. How well BSC implementation is possibly determined by some Critical Success Factors (CSFs). This study examined some CSFs in the BSC implementation in the Ministry of Foreign Affairs (MoFA) Indonesia using a qualitative study with an interactive model by Miles at al., (2014). This study found that BSC implementation brought changes in the MoFA’s performance, despite the absence of organizational changes for BSC adaptation. Top and middle management attention for the implementation and training and education are the most determining factors in the BSC implementation in MoFA. This study support the importance of the four CSFs examined in this study in implementing BSC in public sector.

scholarly journals Improving and evaluating performance with the Public Sector Scorecard

2017 ◽  
Vol 66 (4) ◽  
pp. 442-458 ◽  
Author(s):  
Max Moullin
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Success Factors ◽  
Task Force ◽  
Service Improvement ◽  
Content Type ◽  
Management Framework ◽  
The Public ◽  
Management Culture ◽  
A Performance

Purpose The Public Sector Scorecard (PSS) is an integrated performance management framework incorporating strategy mapping, service improvement, and measurement and evaluation. It adapts and extends the balanced scorecard to suit the culture and values of the public and voluntary sectors. The purpose of this paper is to assess, with the aid of two case studies across organisational boundaries, how the PSS addresses a number of critical success factors for performance management and improvement in the public and third sectors. Design/methodology/approach The research takes a case study approach assessing the use of the PSS for the UK Ethnic Minority Employment Task Force, and for Sheffield Let’s Change4Life, a £10 million programme addressing obesity in children and families. Findings This paper concludes that the PSS is an effective framework to help organisations improve outcomes for service users and stakeholders without increasing overall cost, and develop measures of performance that help them improve and assure quality without motivating staff to achieve arbitrary targets at the expense of poor service to the public. Key to this is its emphasis on developing a performance management culture based on improvement, innovation and learning rather than a top-down blame culture. Originality/value There have been many research papers describing the problems and pitfalls of public sector performance management, but few which offer a solution. A particular innovation is how the theory of planned behaviour was integrated with a performance management framework for a behaviour change programme addressing childhood obesity.

Implementing the balanced scorecard in a local government sport organization

2017 ◽  
Vol 66 (3) ◽  
pp. 362-379 ◽  
Author(s):  
Panagiotis Dimitropoulos ◽  
Ioannis Kosmas ◽  
Ioannis Douvis
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Management Tool ◽  
Content Type ◽  
Non Profit ◽  
The Balanced Scorecard ◽  
The Public ◽  
Sport Organization ◽  
The Impact

Purpose The purpose of this paper is to examine the issue of performance management in the public sector and specifically the implementation of the balanced scorecard (BSC) methodology on a public (municipal) non-profit sport organization in Greece. The research provides a discussion on the BSC development process, the goals set on each pillar and the outcome that the organization achieved, in order to be used as a roadmap for other managers in the public sector. Design/methodology/approach The study used information extracted from the municipal board of Papagos-Holargos city in Greece, including board reports, documents and decision transcripts and open-ended interviews related to the implementation of BSC method, as well as to the impact of this decision on the quality of services, citizens’ satisfaction and the improvement of internal processes. Findings The results indicated that the citizens of Papagos-Holargos perceived sport services to be of enhanced quality related to/when compared to the previous years (based on a questionnaire submitted by the citizens of Papagos-Holargos at the end of the each sample per year). In addition, the staff improved its skills and abilities by participating in training seminars and, in general, the implementation of the BSC method on the municipal sport organization of Papagos-Holargos city sets the basis for an effective performance management which can enhance its future sustainability. Practical implications Managers of municipal and public sport organizations could use the findings of the study as a roadmap for discussing, evaluating and possibly implementing the BSC approach in their organizations’ daily operations. Originality/value This study fills a significant gap in the existing literature on the implementation of a traditional business performance management tool on a non-profit public sport organization.

scholarly journals CSIR the motivational role of interactive control in the research sector: a case study

2011 ◽  
Vol 14 (4) ◽  
pp. 379-392
Author(s):  
Kurt Sartorius ◽  
Neil Trollip ◽  
Carolyn Eitzen ◽  
Enrico Uliana
Keyword(s):  
Public Sector ◽  
Performance Measurement ◽  
Balanced Scorecard ◽  
Success Factors ◽  
Interactive Control ◽  
The Public ◽  
Measurement Framework ◽  
Research Sector ◽  
Public Sector Research

Performance measurement in the public research sector is complex because of the need to configure stakeholder expectations with operational efficiency. The paper investigates the appropriateness of a performance measurement framework (PMF) in a state controlled research organization in South Africa. A case study method, combined with a survey, is used to test the research questions. The results indicate that the public sector PMF incorporated a checklist of critical success factors, it was sustainable and performance measures had been developed for all the stakeholders. Furthermore, the results indicated that the PMF had facilitated the achievement of the division’s strategic objectives, as well as ancillary objectives like motivation, learning and decision making at a local operations level. Finally, the results suggest that it may be possible to create a generic form of public sector research PMF that is based on the balanced scorecard.

Performance management in the public sector

2009 ◽  
Vol 22 (6) ◽  
pp. 478-498 ◽  
Author(s):  
Karen Fryer ◽  
Jiju Antony ◽  
Susan Ogden
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
The Public

scholarly journals Factors Influencing the Success of ERP System Implementation in the Public Sector in the Kingdom of Bahrain

2016 ◽  
Vol 8 (12) ◽  
pp. 21 ◽  
Author(s):  
Omar Mohamed Bukamal ◽  
Rami Mohammad Abu Wadi
Keyword(s):  
Public Sector ◽  
Critical Success Factors ◽  
Success Factors ◽  
System Implementation ◽  
Erp System ◽  
The Public ◽  
Critical Success ◽  
Management Commitment ◽  
Top Management Commitment ◽  
High Level

<p>This study aims empirically to analyze the critical factors that impact the success of ERP system implementation in the public sector in the Kingdom of Bahrain and to clarify the benefits gained from the implementation. The study used a detailed questionnaire as a measuring instrument across the sample group to measure two main variables, the first being critical success factors (CSFs), and the second whether ERP implementation was successful or not. The CSFs are top management commitment and support, ERP system matching organization, business process re-engineering, vendor support, and training users.</p>Those factors found to have a significant impact on ERP system implementation and the results illuminate the high level of success in implementing ERP systems. While simultaneously demonstrating that an organization with a functioning ERP system does not achieve the desired benefits by default, but rather the organization requires certain Critical Success Factors (CSFs) to be present and in effect for those benefits to be achieved.

Performance Management in the Public Sector

2015 ◽  
Vol 74 (1) ◽  
pp. 73-81 ◽  
Author(s):  
Damian West ◽  
Deborah Blackman
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
The Public
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