The experience of strategic planning and performance management in the education sector

2007 ◽  
pp. 176-202
Keyword(s):  
Strategic Planning ◽  
Performance Management ◽  
Education Sector ◽  
And Performance

scholarly journals Strategic Management in Finnish and Norwegian Government Agencies

2019 ◽  
Vol 9 (4) ◽  
pp. 80
Author(s):  
Jan-Erik Johanson ◽  
Åge Johnsen ◽  
Elias Pekkola ◽  
Stephen Affleck Reid
Keyword(s):  
Strategic Planning ◽  
Strategic Management ◽  
Performance Management ◽  
Public Management ◽  
New Public Management ◽  
Nordic Countries ◽  
Government Agencies ◽  
Interesting Study ◽  
New Public ◽  
And Performance

The purpose of this article is to analyse the design and implementation of strategic planning and performance management in governmental agencies in two Nordic countries, Finland and Norway. Nordic countries are an interesting study from a comparative perspective because while they are commonly assumed to have been high-intensity new public management reformers, they are also commonly assumed to have a distinct public management tradition. Moreover, these two countries are interesting to study because within the Nordic public management tradition, Finland and Norway specifically represent two different public management traditions. Finland belongs to the Eastern Nordic public management tradition, with an emphasis on decentralisation and agency autonomy, while Norway belongs to the Western Nordic public management tradition, with an emphasis on hierarchical governance, and hence, much performance management and reporting. Therefore, we expected to find more decentralised strategic management and an emphasis on evaluation in Finland, and more central, planning-like strategic management and reporting in Norway. Our comparison shows that both countries had mandatory strategic planning and utilised decentralised strategic planning in government agencies. The stronger legal orientation in the public administration in Finland, however, made strategic changes more complicated in Finland than in Norway.

scholarly journals Consequences of KPIs and performance management in higher education

2016 ◽  
Vol 30 (6) ◽  
pp. 881-893 ◽  
Author(s):  
Therése Kairuz ◽  
Lynn Andriés ◽  
Tracy Nickloes ◽  
Ilse Truter
Keyword(s):  
Higher Education ◽  
Critical Thinking ◽  
Performance Management ◽  
Human Resources Management ◽  
Holistic Approach ◽  
Education Sector ◽  
Content Type ◽  
Performance Management Systems ◽  
And Performance ◽  
The Impact

Purpose – The core business of universities is learning. Cognitive thinking is critical for learning and the development of new knowledge which are essential in higher education. Creative, reflective and critical thinking are negatively affected by unrealistic demands and stress. The purpose of this paper is to argue that key performance indicators (KPIs) and performance management are detrimental in the higher education sector, as they cause undue stress which impacts negatively on an essential criterion of academia, cognitive thinking. Design/methodology/approach – To explore this issue, the authors discuss the impact of stressful demands in the context of Australian higher education. The paper draws on literature that describes managerialism and on neuroscientific evidence to develop a hypothesis that supports a more holistic approach to human resources management of academics. Findings – Performance management and measures (including KPIs) add to the complex demands of academic work despite a lack of evidence that they are appropriate in the higher education sector. Originality/value – Performance management systems and KPIs undermine creative, reflective and critical thinking. Principles governing education should supersede the ever-growing emphasis that is being placed on quantitative measures and bureaucratic demands in higher education.

Smart cuts?: Strategic planning, performance management and budget cutting in U.S. cities during the great recession

2014 ◽  
Vol 26 (3) ◽  
pp. 494-526 ◽  
Author(s):  
Benedict S. Jimenez
Keyword(s):  
Strategic Planning ◽  
Performance Management ◽  
Local Governments ◽  
The Great Recession ◽  
Administrative Capacity ◽  
Cutback Management ◽  
Rational Management ◽  
Effective Organization ◽  
And Performance ◽  
Research Show

Periods of fiscal decline present an opportunity for city officials to transform their local government into a leaner and more effective organization by targeting cuts to non-essential programs and services. However, the political nature of the fiscal retrenchment process means that such opportunity is often squandered. Could the application of strategic planning and performance management in cutback management lead to a more focused and targeted budget cutting? Advocates of rational management believe that information gathering, analysis and use in decision-making can help local governments adapt to a fiscal crisis by facilitating targeted cuts in expenditures that preserve administrative capacity, and avoiding across-the-board cuts that trim both the organization's muscle and fat. The results of this research show that rational analytic techniques do matter in budget cutting.

scholarly journals AGENCIFICATION IN THE EDUCATION SECTOR OF GEORGIA

2021 ◽  
Vol 1 (1) ◽  
Author(s):  
Natia Gugunashvili
Keyword(s):  
Performance Management ◽  
International Organizations ◽  
Structural Changes ◽  
Central Government ◽  
Classical Model ◽  
Legal Framework ◽  
Education Sector ◽  
Ministry Of Education ◽  
And Performance ◽  
External Actors

Agencification has been a recent trend on the agenda of public administration reforms in a number of countries. The concept of Agencification implies the rearrangement of the relation between the central government and the agencies as a result of delegation of tasks. Agencification process has been mostly driven by international organizations such as the OECD, IMF and the World Bank with the aim to introduce a “business-like” efficiency-oriented model in public sector in order to improve the performance and to raise the accountability. The following study explores the Agencification processes in the education sector of Georgia. Six agencies operating under the aegis of Ministry of Education and Science of Georgia have been examined. The empirical study shows that the relationship between the Ministry and the studied agencies goes beyond the classical model of principal-agent relationship and is based more on collaboration and cooperation principles. Shortcomings regarding the legal framework, old-fashioned performance measurement and performance management methods, constant reforms and structural changes put challenge to Agencification process. Furthermore, in the context of Georgia, there is no evidence that external actors – international organizations had an impact on the Agencification process in this very specific policy field. It was more an internal decision.

scholarly journals Performance Budgeting in Context: An Analysis of Italian Central Administrations

2019 ◽  
Vol 9 (4) ◽  
pp. 79
Author(s):  
Andrea Bonomi Savignon ◽  
Lorenzo Costumato ◽  
Benedetta Marchese
Keyword(s):  
Public Sector ◽  
Strategic Planning ◽  
Performance Management ◽  
Management Practices ◽  
Local Level ◽  
Policy Implications ◽  
Performance Budgeting ◽  
Strategic Plans ◽  
And Performance ◽  
The Impact

The impact of financial austerity in many countries and the need to set the direction for governments have radically changed several aspects of Public sector management (Rubin and Willoughby 2014; Anessi-Pessina et al. 2016). A central component of this effort to transform public management involves using strategic planning and performance measures for budgeting decisions (Joyce 1997). Over the last decade, there has been an increase in the use of performance budgeting at the national as well as at subnational and local level, with varying approaches and results across countries (Bleyen et al. 2017; OECD 2017). This article analyzes the dynamics of strategic planning and performance management practices in relation to the budgeting processes in the context of the Italian central government, with the aim of evaluating whether a predominant integration model is apparent in relation to those used in different countries at the OECD level. Starting in 2009, reforms concerning the implementation of performance management tools in the Italian public sector have been promoted and revised, although the need to fully integrate the performance and budgeting processes looks urgent. Based on data from Italian Ministries, this article analyzes the type of relationship and the degree of coherence between adopted strategic plans and budgets. The results show the persistence of a prevalent misalignment between planning and budgeting. Data that were collected from the analysis of strategic plans and budgets from ten Ministries depict a patchy situation, in which some ministries integrate the processes defining a consistent and comparable model, while some others do not. In the conclusions, areas for improvement of the process are identified, while providing policy implications.

scholarly journals A critical review of theoretical aspects of strategic planning and firm performance

2019 ◽  
Vol 7 (03) ◽  
Author(s):  
Dr. Sadudin Ibraimi
Keyword(s):  
Firm Performance ◽  
Strategic Planning ◽  
Performance Management ◽  
Critical Review ◽  
And Performance ◽  
Strategic Theories ◽  
Constituent Elements

In this paper we examine the reasons and justify the striking interest being taken by researchers and managers on strategic planning, but also the limits of those principles, some intrinsic others that can be overcome by an integration with tradition. A framework which attempts to relate the constituent elements that distinguish the two main strategic theories and shows that both must be considered for strategic planning and performance management is provided

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