Developing performance indicators for local government: The Scottish experience

Midwinter, Arthur

doi:10.1080/09540969409387813

Cited by 46 publications

(29 citation statements)

References 10 publications

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“…The public sector has traditionally used economy, efficiency and effectiveness (Goddard, 1989) but this has weaknesses: it ignores efficacy (is the output actually produced? ); economy can be seen as part of efficiency, and as Midwinter (1994) argues, the emphasis tends to be on economy with effectiveness barely being considered. Johnsen (2005) suggests efficiency, effectiveness and equity where equity may clearly be an explicit requirement of public organizations but not of private ones.…”

Section: A 3e Framework For Evaluationmentioning

confidence: 99%

The 3E methodology for developing performance indicators for public sector organizations

Liu

Cheng

Mingers³

et al. 2010

Public Money & Management

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Measuring the performance of organizations in both the private and public sectors is an evergrowing phenomena and this is increasingly true of academic universities and research institutes. The results can have major financial and reputational consequences. Methods have been developed for generating performance indicators particularly in the private sector but these have limitations, especially when applied to public sector organizations which often have a diversity of missions, values and stakeholders. This paper describes a new methodology for constructing a set of indicators that was developed as part of a project to evaluate the performance of the Chinese Academy of Sciences (CAS). The methodology has several important characteristics: it works from the mission and values of the particular organization rather than a predefined template; it has a logical and transparent method for moving from high-level missions down to low-level indicators; and it is based on discussion and agreement with stakeholders at all stages. The methodology is illustrated through the CAS study but it is generalisable to any organization. It has a sound theoretical base from Soft Systems Methodology.

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Section: A 3e Framework For Evaluationmentioning

confidence: 99%

The 3E methodology for developing performance indicators for public sector organizations

Liu

Cheng

Mingers³

et al. 2010

Public Money & Management

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“…The "Three Es" represent traditional value for money (VFM) audits consisting of three audit types: economy audit, efficiency audit and effectiveness audit [24,31,30,9,12]. Economy audit deals with how well the costs of resources (inputs) are minimized [24,12].…”

Section: Value Assessment Framework For Egovernmentmentioning

confidence: 99%

“…Economy audit deals with how well the costs of resources (inputs) are minimized [24,12]. Efficiency audit relates to the relationship between output and input used to produce the service, i.e.…”

Section: Value Assessment Framework For Egovernmentmentioning

confidence: 99%

“…E-government services have been studied from a wide variety of perspectives, for example, as intention to use [6] and perceived risks [38,7] of e-government services, quality of e-government services [34], information systems (IS) procurement in the public sector [27,28,26], benefits management and realization perspectives [41,29,10,14], as well as, performance measurement and value for money assessment of egovernment [24,30,12,45]. More broadly in the IS literature several approaches have been proposed for value assessment of IS, such as financial [32,43,13], economic [16,13] and strategic approaches [16,43,13].…”

Section: Introductionmentioning

confidence: 99%

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Value Assessment of e-Government Service from Municipality Perspective

Jussila¹,

Sillanpää²,

Lehtonen³

et al. 2017

Proceedings of the 50th Hawaii International Conference on System Sciences (2017)

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“…Associado a esta visão emergiram inúmeras propostas para mensurar o desempenho das organizações, dentre elas: i-Performance Measurement Process -Nevada Family Quality Fórum; iiDeveloping Performance Indicators (MIDWINTER, A.,1994), A systemic Approach -Sandia National Laboratories (SZTIPANOVITS, J.; KARSAI, G.,1997); iii-Developing Performance MetricsUniversity of California Approach; Balanced Scorecard de Kaplan e Norton (KAPLAN;NORTON, 1992NORTON, , 1996NORTON, , 2004iv-Baldrige (GARVIN, D. A.,1991) (ROY, 1985;ROY, 1993;LANDRY, 1995;KEENEY, 1992;BANA E COSTA,1993).…”

Section: Avaliação De Desempenhomentioning

confidence: 99%

Yield Management em Instituições de Ensino Superior: Um Estudo De Caso na Modalidade de Ensino a Distância de uma Universidade Comunitária

Lima¹,

Lima²,

Dias³

et al. 2016

RIAE

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RESUMOO aumento da concorrência entre as instituições de ensino superior tem impulsionado-as a buscar maneiras de aumentar a demanda para melhorar seus resultados. O Yield Management vem ao encontro dessa necessidade como uma ferramenta de apoio a gestão que trabalha o equilíbrio entre a demanda e a oferta com o objetivo de maximizar receita. Dentro deste contexto, o presente estudo visa analisar como o Yield Management pode ser utilizado para otimizar a receita de um curso de graduação a distância de uma instituição de ensino superior comunitária. Para tanto, o estudo envolve a aplicação de pesquisa exploratória, de abordagem qualitativa na forma de estudo de caso. A coleta de dados foi realizada por meio de entrevistas. A partir dos resultados obtidos constatou-se: i) que a instituição possui os requisitos necessários para a aplicação da ferramenta Yield Management; ii) que existe uma diminuição no número de matrículas nos últimos dois semestres e que as estratégias utilizadas pelo curso não estão sendo suficientes para o preenchimento das vagas ofertadas; iii) que o modelo proposto permitirá que o curso tenha estratégias voltadas para o equilíbrio entre a oferta e demanda, aumentando o número de matrículas e consequentemente tornando-se mais competitivo.Palavras-chave: Gerenciamento de Receitas; Precificação; Instituições de Ensino Superior; Avaliação do Desempenho. YIELD MANAGEMENT IN HIGHER EDUCATION INSTITUTIONS: A CASE STUDY IN THE DISTANCE OF EDUCATION FOR COMMUNITY UNIVERSITY ABSTRACTIncreased competition between higher education institutions has driven them to seek ways to increase demand to improve your results. Yield Management meets this need as a support management tool that works the balance between demand and supply in order to maximize revenue. Within this context, this study aims to analyze how the Yield Management can be used to optimize the revenue of an undergraduate degree at a distance of a top community college. Therefore, the study involves the application of exploratory research, qualitative approach in the form of case study. Data collection was conducted through interviews. From the results found that: i) the institution has the necessary requirements for the application of Yield Management Tool; ii) there is a decrease in enrollment in the past two semesters and that the strategies used by the course are not enough to fill the vacancies offered; iii) that the proposed model will allow the course has strategies for the balance between supply and demand, increasing enrollment and thus becoming more competitive.

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Developing performance indicators for local government: The Scottish experience

Cited by 46 publications

References 10 publications

The 3E methodology for developing performance indicators for public sector organizations

The 3E methodology for developing performance indicators for public sector organizations

Value Assessment of e-Government Service from Municipality Perspective

Yield Management em Instituições de Ensino Superior: Um Estudo De Caso na Modalidade de Ensino a Distância de uma Universidade Comunitária

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