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Sustainability Performance Evaluation System in Government - A Balanced Scorecard Approach Towards Sustainable Development
Foreword
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Acknowledgments
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Contents
8
Abbreviations
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1 Introduction
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1.1 Research Background
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1.2 Problem Setting
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1.3 Research Objectives
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1.4 Research Methods
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1.5 Structure of This Book
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References
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2 Literature Review
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2.1 Environmental Performance Evaluation (EPE)
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2.1.1 Sustainable Development and EPE
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2.1.2 ISO 14031
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2.1.2.1 Concept of ISO 14031
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2.1.2.2 Continual Improvement Process of ISO 14031
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2.1.2.3 Innovation in the Indicator System of ISO 14031
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2.1.2.4 Weaknesses of ISO 14031
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2.1.3 Some Models of Improving EPE
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2.1.3.1 Third-Generational EPE
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2.1.3.2 Sustainability Performance Evaluation
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2.2 Strategic Performance Evaluation
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2.2.1 Review of Strategic Performance Evaluation Framework
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2.2.2 Balanced Scorecard (BSC)
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2.2.2.1 Basic Concept of BSC
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2.2.2.2 Application of BSC in the Public Sector
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2.2.2.3 Three Attributes and Weaknesses of BSC
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2.2.3 Sustainability Balanced Scorecard
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2.3 New Public Management (NPM)
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2.3.1 Review of NPM Movement in the Past Two Decades
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2.3.2 Principles and Values of NPM
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2.3.3 Critiques and Reflections of NPM
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References
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3 Fundamentals of Sustainability Performance Evaluation System in Government
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3.1 Conceptual Framework of Sustainability Performance Evaluation in Government
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3.1.1 Performance Evaluation and Strategic Management in Government
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3.1.1.1 A Brief History of Evaluation in the Administration Field
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3.1.1.2 Trends of Performance Evaluation as Strategic Management Tool
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3.1.1.3 ''Strategic Gap 1'' of Performance Evaluation in Government
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3.1.2 Performance Evaluation and National Sustainable Development Strategies
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3.1.2.1 Challenge of Sustainable Development as National Strategy
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3.1.2.2 Actual Performance Evaluation Regarding Sustainable Development
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3.1.2.3 ''Strategic Gap 2'' of Performance Evaluation in Government
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3.1.3 Two-Dimensional Conceptual Framework and ''Strategic Gap 3''
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3.1.3.1 Two-Dimensional Conceptual Framework
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3.1.3.2 ''Strategic Gap 3'' of Performance Evaluation in Government
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3.1.4 Three-Dimensional Conceptual Framework
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3.2 Definition of Sustainability Performance Evaluation System (SPES)
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3.2.1 Working Definition of SPES
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3.2.2 Comparisons with Other Models
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3.2.2.1 Monitoring and Evaluation (M&E)
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3.2.2.2 Strategic Environmental Assessment (SEA)
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3.2.2.3 Environmental Performance Evaluation (EPE)
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3.3 Objective of SPES in Government
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3.3.1 Dual Objectives: Public Accountability and Performance Improvement
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3.3.2 Public Accountability, Sustainability and Citizen Satisfaction
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3.3.2.1 Short Review of Public Accountability
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3.3.2.2 Public Accountability and Citizen Satisfaction
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3.3.2.3 Sustainability and Citizen Satisfaction
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3.4 Three-Dimensional Extensions of Evaluation Scope
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3.4.1 Vertical Extension: From Results to Determinants
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3.4.2 Horizontal Extension: From Eco-Efficiency to Integrated Sustainability
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3.4.3 Deep Extension: From Managerial Performance to Citizen Participation
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3.4.4 Input-Output-Outcome-Impact Model of SPES
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3.5 Evaluation Standard: From 3 Es to 5 Es
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3.5.1 Max Weber's Formal Rationality and Efficiency
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3.5.2 Reversion of Substantive Rationality: Balance of Efficiency and Effectiveness
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3.5.3 Standard of Sustainability Performance Evaluation: 5 E's
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3.6 Process of SPES
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3.6.1 An Overview of Evaluation Process
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3.6.2 Five Principles of the New Process
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3.6.3 PDCA Cycle of SPES Process
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3.6.4 Eight-Step Process of SPES
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References
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4 Sustainability Balanced Scorecard of SPES
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4.1 Sustainability Balanced Scorecard (SBSC)
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4.1.1 Role of SBSC in SPES
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4.1.2 Modifying the SBSC for Government
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4.1.3 Developing Process of SBSC
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4.2 Developing Strategy and Performance Objectives
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4.2.1 Clearing the Mission and Strategy
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4.2.1.1 Mission
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4.2.1.2 Values
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4.2.1.3 Vision
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4.2.1.4 Strategy
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4.2.2 Developing the Performance Objectives
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4.2.3 Sustainability Objectives
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4.2.3.1 Concept and Models of Sustainable Development
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4.2.3.2 Performance Objectives of Sustainable Development as National Strategy
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4.3 Developing the Perspectives of SBSC
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4.3.1 Three-Dimensional Primary Perspectives
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4.3.1.1 Social Perspective
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4.3.1.2 Environmental Perspective
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4.3.1.3 Economic Perspective
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4.3.2 Secondary Perspectives
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4.3.2.1 Internal Process Perspective
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4.3.2.2 Learning and Growth Perspective
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4.4 Cause-and-Effect Relationships of Perspectives
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4.4.1 Cause-and-Effect Relationships Within Primary Perspectives
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4.4.2 Cause-and-Effect Relationships Across Five Perspectives
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4.4.3 Strategy Map of SBSC
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4.5 Designing and Selecting the Measures, Targets and Initiatives
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4.5.1 Developing the Performance Measures
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4.5.2 Developing the Performance Targets and Initiatives
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4.5.3 Finalizing the Scorecard for the SPES
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References
128
5 Sustainability Performance Indicators
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5.1 Review of Sustainable Development Indicators (SDIs)
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5.1.1 Outline of SDIs Worldwide
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5.1.2 SDIs of UNCSD
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5.1.2.1 Three Editions of UNCSD's SDIs
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5.1.2.2 Framework of UNCSD's SDIs
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5.1.2.3 SDIs as Performance Evaluation Tool
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5.1.3 National Level SDIs and Sustainability Performance Evaluation
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5.1.3.1 SDIs and Sustainability Performance Evaluation in Canada
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5.1.3.2 SDIs and Sustainability Performance Evaluation in the UK
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5.1.3.3 SDIs and Sustainability Performance Evaluation in Germany
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5.1.3.4 SDIs and Sustainability Performance Evaluation in China
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5.1.3.5 Comparison Among the Four Countries
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5.1.4 ''Strategic Gaps'' of SDIs as Performance Evaluation Tool
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5.2 Sustainability Performance Indicators for SPES
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5.2.1 Role of Sustainability Performance Indicators (SPIs) in SPES
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5.2.2 Framework of SPIs
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5.2.2.1 SBSC Framework of SPIs
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5.2.2.2 Causalities of SBSC Framework
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5.2.3 Categories of SPIs
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5.2.3.1 Primary SPIs
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5.2.3.2 Secondary SPIs
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5.2.4 Selecting SPIs for SPES
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5.2.4.1 Developing Process of SPIs
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5.2.4.2 Key Criteria for Selecting SPIs
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5.2.4.3 A Set of Framework SPIs for SPES
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5.3 E-Government for Sustainable Development
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5.3.1 Barriers of SPIs Based on SBSC Framework
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5.3.2 E-Government, Citizen Participation and Sustainable Development
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References
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6 Conclusion
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6.1 Brief Summary and Contribution
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6.2 Limitations of This Research
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6.3 Further Research
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Appendices
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Appendix A: National Sustainable Development Strategies The Global Picture
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Appendix B: UNCSD Theme SDIs Framework (2001)
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Appendix C: 15 Headline Indicators in the UK Sustainable Development Strategy (1999)
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Appendix D: 20 UK Sustainable Development Strategy Framework Indicators (2007)
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Appendix E: 21 Key Indicators for Sustainable Development in Germany
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Index
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