A cost and technical efficiency analysis of two alternative models for implementing the basic package of health services in Afghanistan.

Since 2003, the Afghan Ministry of Public Health (MoPH) and international partners have directed a contracting-out model through which non-governmental organisations (NGOs) deliver the Basic Package of Health Services (BPHS) in 31 of the 34 Afghan provinces. The MoPH also managed health service delivery in three provinces under an alternative initiative entitled Strengthening Mechanisms (SM). In 2011, under the authority of the MoPH and Delegation of the European Union to Afghanistan, EPOS Health Management conducted a cost and technical efficiency study of the contracting-out and SM mechanisms in six provinces to examine economic trade-offs in the provision of the BPHS. The study provides analyses of all resource inputs and primary outputs of the BPHS in the six provinces during 2008 and 2009. The authors examined technical efficiency using Data Envelopment Analysis (DEA) at the BPHS facility level. Cost analysis results indicate that the weighted average cost per BPHS outpatient visit totalled $3.41 in the SM provinces and$5.39 in the NGO-led provinces in 2009. Furthermore, the data envelopment analyses (DEAs) indicate that facilities in the three NGO-led provinces scored 0.168 points higher on the DEA scale (0-1) than SM facilities. The authors conclude that an approximate 60% increase in costs yielded a 16.8% increase in technical efficiency in the delivery of the BPHS during 2009 in the six provinces

Governance tools for board members : adapting strategy maps and balanced scorecards for directorial action

The accountability of members of the board of directors of publicly traded companies has increased over years. Corresponding to these developments, there has been an inadequate advancement of tools and frameworks to help directorial functioning. This paper provides an argument for design of the Balanced Scorecard and Strategy Maps made available to the directors as a means of influencing, monitoring, controlling and assisting managerial action. This paper examines how the Balanced Scorecard and Strategy Maps could be modified and used for this purpose. The paper suggests incorporating Balanced Scorecards in the Internal Process perspective, ‘internal’ implying here not just ‘internal to the firm’, but also ‘internal to the inter-organizational system’. We recommend that other such factors be introduced separately under a new ‘perspective’ depending upon what the board wants to emphasize without creating any unwieldy proliferation of measures. Tracking the Strategy Map over time by the board of directors is a way for the board to take responsibility for the firm’s performance. The paper makes a distinction between action variables and monitoring variables. Monitoring variables are further divided on the basis of two considerations: a) whether results have been met or not and b) whether causative factors have met the expected levels of performance or not. Based on directorial responsibilities and accountability, we take another look at how the variables could be specified more completely and accurately with directorial recommendations for executives

Benchmarking performance management systems

The Balanced Scorecard and associated performance management approaches, has become a widely practiced and popular management reporting method in recent times. Moreover, enabling technology, which assists in the delivery and personalisation of corporate performance information, is having a deeper and more rapid impact than ever before. This paper presents a brief comparative benchmarking study of leading enterprise performance management systems. Also, the author discusses the merits of bespoke internet technology development and out-of-the-box portal functionalities. An analysis of key business drivers and implementation risks of such approaches is highlighted via a case study example, and concludes the paper

A Critique of the Use of the Balanced Scorecard in Multi-Enterprise Family Farm Businesses

Business strategy is very important to small and medium family businesses as many are both fragile and vulnerable; strategy provides a solid foundation for survival. Various studies have identified that businesses that engage in strategic management outperform those that do not. Despite this knowledge the uptake of many aspects of strategic management by farm businesses has been slow. Although the development of business plans is now common there is often a disconnect between monitoring and strategy. The Balanced Scorecard (BSC) was applied to case study farms during both the planning process and as they implemented and controlled their strategic choices to determine areas of difference that restrict or enhance it as a management tool for both family and farming businesses. The BSC was immediately applicable in the strategic management process for those businesses with current business plans. It could be used to test the degree of balance between the goals already identified in their plans. It was able to be used to critique the control measures they had in place and to determine how well they could be used to derive the causal chain from the operational level to family goals. In some instances either outcome or driver measures were recognized as being missing, in others the wiring within the balanced scorecard revealed some strategic measures without linkages.Farm Management,

Configuring Balanced Scorecards for Measuring Health System Performance: Evidence from 5 Years' Evaluation in Afghanistan

Anbrasi Edward and colleagues report the results of a balanced scorecard performance system used to examine 29 key performance indicators over a 5-year period in Afghanistan, between 2004 and 2008

Performance Management: A Local Government Issue – Promoting Efficiency in the City of Ottawa Post Amalgamation

This paper examines whether a performance management system would help the amalgamated City of Ottawa achieve the advantages sought by amalgamation by using a Balanced Scorecard (BSC) to assess the potential benefits for the municipality. The findings reveal that by implementing a comprehensive performance management system, Ottawa would realize the full benefits and efficiencies of amalgamation

Collaborative Project Governance and Scorecard Techniques for Successful Inter-firm Systems Integration

Inter-firm systems integration (e.g. supply chain systems) is required to enable partnering firms to co-create products or services. Each firm has their own strategy and IT governance model for guiding their systems and project portfolio management. In a partnership of two or more companies, collaborative IT governance needs to assure that all firms are able to follow a common strategy and objectives, which are aligned with the individual strategies and goals. However, how can we measure the status of collaborative objectives and execute their alignment with individual strategies? For a successful inter-firm system integration project, the paper introduces a collaborative IT governance model based on the CobiT framework with an associated Collaborative Project Scorecard (CPS) concept to monitor the execution of the SI program more effectively. The paper also identifies relevant success criteria that improve the performance of inter-firm system integration by evaluating the results of a case study in the automotive industry

Comparitive assessment of the vulnerability and resilience of 10 deltas, synthesis report

The proposed framework for delta assessment and especially the scorecards are intended to enhance awareness raising, discussion and prioritization on most relevant delta issues, in each delta but also in comparison with other deltas. This should lead to more efficient and effective (multi-sectoral) policy formulation, management design and implementation, in concrete Delta plans, pilot-projects and (research) programmes. The target groups are all stakeholders who are involved in delta management at different levels and with different interests (government, private companies, NGOs, public), and who wish to contribute to the resilience of their own delta and other deltas worldwide