Sustainability Performance Evaluation System in Government: A Balanced Scorecard Approach Towards Sustainable Development

ISBN-13: 9789400779990 / Angielski / Miękka / 2014 / 177 str.

Nan Chai

Opis

Progressing towards sustainable development raises important challenges to conducting performance evaluations in governments because there are neither generally accepted methods nor specific standards to be met at present. Sustainability Performance Evaluation System in Government, makes a conceptual contribution to public sustainability performance evaluation and develops a set of framework indicators with the help of the strategic and comprehensive approach Sustainability Balanced Scorecard . As a conceptual basis for the further research and application, this volume will be of great interest to researchers and practitioners at many levels of environmental / sustainability, public management and strategic control studies. Evaluators will find methodological approaches and applied tools for their work. Decision-makers and managers will find it valuable to manage the social, economic and environmental issues in a balanced and integrated manner. Governments will also find it helpful in assisting them in establishing an evaluation system towards sustainable development."

Spis treści

Dedication.- Preface.- Acknowledgments.- List of Abbreviations.- List of Figures.- List of Tables.- 1. Introduction.- 1.1 Research Background.- 1.2 Problem Setting.- 1.3 Research Objectives.- 1.4 Research Methods.- 1.5 Structure of this Book.- References.- 2. Literature Review.- 2.1 Environmental Performance Evaluation (EPE).- 2.1.1 Sustainable Development and EPE.- 2.1.2 ISO 14031.- 2.1.2.1 Concept of ISO 14031.- 2.1.2.2 Continual Improvement Process of ISO 14031.- 2.1.2.3 Innovation in the Indicator System of ISO 14031.- 2.1.2.4 Weaknesses of ISO 14031.- 2.1.3 Some Models of Improving EPE.- 2.1.3.1 Third-generational EPE.- 2.1.3.2 Sustainability Performance Evaluation.- 2.2 Strategic Performance Evaluation.- 2.2.1 Review of Performance Evaluation Framework.- 2.2.2 Balanced Scorecard (BSC) .- 2.2.2.1 Basic Concept of BSC.- 2.2.2.2 Application of BSC in the Public Sector.- 2.2.2.3 Three Attributes and Weaknesses of BSC.- 2.2.3 Sustainability Balanced Scorecard.- 2.3 New Public Management (NPM) .- 2.3.1 Review of NPM Movement in the Past Two Decades.- 2.3.2 Principles and Values of NPM.- 2.3.3 Critiques and Reflections of NPM.- References.- 3. Fundamentals of Sustainability Performance Evaluation System in Government.- 3.1 Conceptual Framework of Sustainability Performance Evaluation in Government.- 3.1.1 Performance Evaluation and Strategic Management in Government.- 3.1.1.1 A Brief History of Evaluation in the Administration Field.- 3.1.1.2 Trends of Performance Evaluation as Strategic Management Tool.- 3.1.1.3 "Strategic Gap 1" of Performance Evaluation in Government.- 3.1.2 Performance Evaluation and National Sustainable Development Strategies.- 3.1.2.1 Challenge of Sustainable Development as National Strategy.- 3.1.2.2 Actual Performance Evaluation regarding Sustainable Development.- 3.1.2.3 "Strategic Gap 2" of Performance Evaluation in Government.- 3.1.3 Two-dimensional Conceptual Framework and "Strategic Gap 3" .- 3.1.3.1 Two-dimensional Conceptual Framework.- 3.1.3.2 "Strategic Gap 3" of Performance Evaluation in Government.- 3.1.4 Three-dimensional Conceptual Framework.- 3.2 Definition of Sustainability Performance Evaluation System (SPES).- 3.2.1 Working Definition of SPES.- 3.2.2 Comparisons with Other Model.- 3.2.2.1 Monitoring and Evaluation (M&E) .- 3.2.2.2 Strategic Environmental Assessment (SEA) .- 3.2.2.3 Environmental Performance Evaluation (EPE) .- 3.3 Objective of SPES in Government.- 3.3.1 Dual Objectives: Public Accountability and Performance Improvement.- 3.3.2 Public Accountability, Sustainability and Citizen Satisfaction.- 3.3.2.1 Short Review of Public Accountability.- 3.3.2.2 Public Accountability and Citizen Satisfaction.- 3.3.2.3 Sustainability and Citizen Satisfaction.- 3.4 Three-dimensional Extensions of Evaluation Scope.- 3.4.1 Vertical Extension: from Results to Determinants.- 3.4.2 Horizontal Extension: from Eco-efficiency to Integrated Sustainability.- 3.4.3 Deep Extension: from Managerial Performance to Citizen Participation.- 3.4.4 Input-Output-Outcome-Impact Model of SPES.- 3.5 Evaluation Standard: From 3 E’s to 5 E’s.- 3.5.1 Max Weber’s Formal Rationality and Efficiency.- 3.5.2 Reversion of Substantive Rationality: Balance of Efficiency and Effectiveness.- 3.5.3 Standard of Sustainability Performance Evaluation: 5 E’s.- 3.6 Process of SPES.- 3.6.1 An Overview of Evaluation Process.- 3.6.2 Five Principles of the New Process.- 3.6.3 PDCA Cycle of SPES Process. .- 3.6.4 Eight-step Process of SPES.- References.- 4. Sustainability Balanced Scorecard of SPES.- 4.1 Sustainability Balanced Scorecard (SBSC) .- 4.1.1 Role of SBSC in SPES.- 4.1.2 Modifying the SBSC for Government.- 4.1.3 Developing Process of SBSC.- 4.2 Developing Strategy and Performance Objectives.- 4.2.1 Clearing the Mission and Strategy.- 4.2.2 Developing the Performance Objectives.- 4.2.3 Sustainability Objectives.- 4.2.3.1 Concept and Models of Sustainable Development.- 4.2.3.2 Performance Objectives of sustainable development as National Strategy.- 4.3 Developing the Perspectives of SBSC.- 4.3.1 Three-dimensional Primary Perspectives.- 4.3.1.1 Social Perspective.- 4.3.1.2 Environmental Perspective.- 4.3.1.3 Economic Perspectives.- 4.3.2 Secondary Perspectives.- 4.3.2.1 Internal Process Perspective.- 4.3.2.2 Learning and Growth Perspective.- 4.4 Cause-and-effect Relationships of Perspectives.- 4.4.1 Cause-and-effect Relationships within Primary Perspectives.- 4.4.2 Cause-and-effect Relationships across Five Perspectives.- 4.4.3 Strategy Map of SBSC.- 4.5 Designing and Selecting the Measures, Targets and Initiatives.- 4.5.1 Developing the Performance Measures.- 4.5.2 Developing the Performance Targets and Initiatives.- 4.5.3 Finalizing the Scorecard for the SPES.- References.- 5. Sustainability Performance Indicators.- 5.1 Review of Sustainable Development Indicators (SDIs).- 5.1.1 Outline of SDIs Worldwide.- 5.1.2 SDIs of UNCSD.- 5.1.2.1 Three Editions of UNCSD’s SDIs.- 5.1.2.2 Framework of UNCSD’s SDIs.- 5.1.2.3 SDIs as Performance Evaluation Tool.- 5.1.3 National Level SDIs and Sustainability Performance Evaluation.- 5.1.3.1 SDIs and Sustainability Performance Evaluation in Canada.- 5.1.3.2 SDIs and Sustainability Performance Evaluation in the UK.- 5.1.3.3 SDIs and Sustainability Performance Evaluation in Germany.- 5.1.3.4 SDIs and Sustainability Performance Evaluation in China.- 5.1.3.5 Comparison among the Four Countries.- 5.1.4 "Strategic Gaps" of SDIs as Performance Evaluation Tool.- 5.2 Sustainability Performance Indicators for SPES.- 5.2.1 Role of Sustainability Performance Indicators (SPIs) in SPES.- 5.2.2 Framework of SPIs.- 5.2.2.1 SBSC Framework of SPIs.- 5.2.2.2 Causalities of SBSC Framework.- 5.2.3 Categories of SPIs.- 5.2.3.1 Primary SPIs.- 5.2.3.2 Secondary SPIs.- 5.2.4 Selecting SPIs for SPES.- 5.2.4.1 Developing Process of SPIs.- 5.2.4.2 Key Criteria for Selecting SPIs.- 5.2.4.3 A Set of Framework Indicators for SPIs.- 5.3 E-government for Sustainable Development.- 5.3.1 Barriers of SPIs Based on SBSC Framework.- 5.3.2 E-government, Citizen Participation and Sustainable Development.- References.- 6. Conclusion.- 6.1 Brief Summary and Contribution.- 6.2 Limitations of this Research.- 6.3 Further Research.- References.- Appendices.- Appendix A: National Sustainable Development Strategies-The Global Picture.- Appendix B: UNCSD Theme SDIs Framework (2001).- Appendix C: 15 Headline Indicators in the UK Sustainable Development Strategy (1999).- Appendix D: 20 UK Sustainable Development Strategy Framework Indicators (2007).- Appendix E: 21 Key Indicators for Sustainable Development in Germany.- Index.

Blurb

The principles of modern strategic management are illustrated by an ancient Chinese tale: a man who wanted to go south was in a carriage driving north. A passer-by asked him "If you are going to the south, why is your chariot heading north?" The man answered, "My horse is good at running, my driver is highly skilled at driving a carriage, and I have enough money." Like the Chinese journeyman, the success of today’s organizations and programs not only depends on productivity (good-running horse), workforce capability (highly-skilled driver) and financial support (enough money), but is also determined by their strategic orientation. If the strategy and objectives setting errs from the original mission, operations will be inefficient and ineffective.

Progressing towards sustainable development raises significant obstacles to governments wishing to conduct performance evaluations, because at present there are neither generally accepted methods nor specific standards to be met. This book, which evolved from an acclaimed doctoral dissertation, helps overcome these obstacles by developing a set of framework indicators employing a strategic and comprehensive approach called the "Sustainability Balanced Scorecard".

As a conceptual basis for the further research and application, this volume will be essential reading for researchers and practitioners involved in environmental and sustainability issues, as well as public management and strategic control studies. Evaluators will find methodological approaches and applied tools for their work, while decision-makers and managers will find this text a valuable resource in managing social, economic and environmental issues in a balanced and integrated manner. Governments will also find it helpful in establishing an evaluation system for sustainable development.