A dynamic performance management approach to support local strategic planning

Abstract

In spite of efforts devoted in the last decades to local strategic planning, such field of research and practice has been frequently characterized by a lack of implementation. We argue here that this phenomenon is due to the limitations of the static and linear approach to local strategic planning in fostering the development of common shared view among policy makers on the relevant system's structure and behavior. By means of a case-study, we illustrate how an approach based on system dynamics modeling applied to Performance Management can be useful to overcome such weaknesses. The proposed approach enhances a better understanding of the causes and effects related to adopted policies, undertaken actions and targeted results. This helps key-players in an area to overcome possible barriers to collaboration, and therefore to adopt a combined "institutional and inter-institutional" perspective of performance.

Applying a Dynamic Performance Management Framework to Wicked Issues: How Coproduction Helps to Transform Young People’s Services in Surrey County Council, UK

“…This conceptual model in Figures 4 and 5 provides a sound basis for the construction of a full simulation model, allowing policy makers to sketch and explore alternative scenario plans in designing and implementing coproduction strategies in the Surrey CC case, with a more detailed and quantitative analysis, as the next step in a strategic learning process (Bianchi & Tomaselli, 2015).…”

Framing the Sources of Image of a Local Area through Outcome-Based Dynamic Performance Management

“…A local area needs to manage its image actively if it wants to pursue sustainable development. Local actors are called to attract and retain strategic resources, such as investments, public funds, infrastructures, companies, population, human capital, tourism, arts, and global events (Bianchi and Tomaselli 2015). BPlaces compete in attracting visitors, residents, and businesses […] a place with a positive reputation finds it easier to vie for attention, resources, people, jobs and money; a positive place reputation builds place competitiveness^ (Morgan et al 2012: 3).…”

“…SD models aim at producing Bqualitative statements about modes of behavior, appropriate performance indicators and effective leverage points^ (Lane 2012: 591). Insight SD modelling is an established practice used to inform the understanding of processes (Bianchi and Tomaselli 2015;Ghaffarzadegan et al 2011) and depends heavily on graphic demonstration (Wolstenholme 1999).…”

Strategic Management Practices: An Investigation of Public Sector Organizations in the Kingdom of Bahrain

“…Moreover, previous surveys (Bagire and Namada 2011;Berry and Wechsler 1995;Fairholm and Card 2009) indicates that many governmental organizations have made the effort to plan and manage strategically in order to produce positive results and outcomes, but the extent to which such efforts are worthwhile is not clear. Additionally, some studies (Bianchi and Salvatore 2015;Poister 2010) argue that the efforts of many governmental organizations to engage in strategic planning are wasted, because these organizations fail to identify and develop strategies which help to achieve the desired results; they also fail to put their strategic plans properly into action and to link them to suitable methods of implementation.…”