Balanced scorecard model for water utilities in Egypt

2019 ◽  
Vol 14 (1) ◽  
pp. 203-216 ◽  
Author(s):  
Mohamed Abdelghany ◽  
Mohamed Abdel-Monem
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Regulatory Agency ◽  
National Level ◽  
Decision Makers ◽  
Water Utilities ◽  
Performance Management System ◽  
Proposed Model ◽  
Water And Wastewater

Abstract Water utilities in Egypt are facing difficulties in managing the numerous indicators generated from the different departments. The increasing number of indicators and factors cause distraction and difficulties to interpreting the causes of problems, time wasting in analyzing redundant and unnecessary information, and delays in taking effective decisions. The BSC (Balanced Score Cards) technique has been utilized by many international utilities as the most influential multidimensional performance management system worldwide. This paper developed a new BSC model in cooperation with experts and managers to help decision makers managing water utilities' performance efficiently. The proposed model is based on the Egyptian Water and Wastewater Regulatory Agency performance indicators. In addition, new indicators have been developed to integrate all indicators that might affect overall utility performance. The proposed model will provide the utilities' managers with a fast but comprehensive view of the utility's performance. It also can be used by the regulatory agency as an evaluation and ranking tool for different water providers on the national level.

Penyusunan Prototipe Performance Management System berbasis Balanced Scorecard pada PT. X

2018 ◽  
Vol 2 (3) ◽  
Author(s):  
Bintang Karismacho Nugroho ◽  
Artiawati
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Performance Management System ◽  
Pilot Test

PT. X merupakan perusahaan yang memiliki bisnis pada bidang kuliner. Sejak didirikan hingga saat ini, PT. X belum pernah mencapai target secara sempurna. Pimpinan PT. X merasa hal tersebut disebabkan karena faktor internal dan faktor eksternal perusahaan. Oleh karena itu, diperlukan intervensi yang dapat mengatasi permasalahan tersebut, yaitu penerapan performance management system berbasis balanced scorecard, karena dapat mendukung peningkatan kinerja perusahaan melalui pengelolaan sumber daya manusia dengan mempertimbangkan kondisi internal dan eksternal perusahaan.Penelitian ini bertujuan untuk merumuskan intervensi berupa rancangan performance management system berbasis balanced scorecard yang paling sesuai dengan PT. X untuk meningkatkan kinerja perusahaan melalui pengelolaan sumber daya manusia. Metode penelitian ini adalah research & development. Hasil rancangan intervensi yang telah dirumuskan berupa performance management system pada tahap prerequisites (rumusan harapan pimpinan dan skema arahan strategi, balanced scorecard (objective).Hasil evaluasi terhadap rancangan intervensi, yaitu secara keseluruhan para rater menilai rancangan intervensi yang dirumuskan telah tepat dalam mengatasi permasalahan yang dihadapi, namun pada beberapa hal kurang aplikatif jika saat ini langsung diterapkan di perusahaan. Oleh karena itu, dapat disimpulkan bahwa rancangan intervensi yang telah dirumuskan ini dapat diterima oleh pihak ahli dan user, meskipun terdapat beberapa catatan yang membangun untuk menyempurnakan rancangan intervensi yang telah dirumuskan. Saran yang dapat diberikan berdasarkan penelitian ini, yaitu penelitian selanjutnya harus tetap mengacu pada konsep performance management system tahap prerequisites yang telah dirumuskan, agar pengembangan tetap terintegrasi dengan arah, tujuan, dan strategi perusahaan, serta PT. X juga perlu melakukan pilot test untuk menguji keefektifan rancangan intervensi yang telah dirumuskan.

Measuring sustainability of water supply: performance indicators and their application in a corporate responsibility report

2010 ◽  
Vol 10 (5) ◽  
pp. 824-830 ◽  
Author(s):  
N. Staben ◽  
A. Hein ◽  
T. Kluge
Keyword(s):  
Water Supply ◽  
Balanced Scorecard ◽  
Performance Indicators ◽  
Corporate Responsibility ◽  
Performance Indicator ◽  
Indicator System ◽  
Communication Strategy ◽  
Resource Protection ◽  
Water And Wastewater ◽  
Comprehensive Framework

For many water supply companies, the sustainable exploitation of water resources has always been an integral part of their business, voluntarily accepting tasks and responsibility which benefit society and the environment in general, e.g. in resource protection, environmental monitoring, and encouragement of sustainable farming practices. However, these voluntary activities are often not sufficiently recognised internally and externally due to a missing sustainability framework and a less developed communication strategy. Therefore, a comprehensive framework for the measurement and reporting of corporate responsibility (CR) in water supply was developed, comprising the environmental and sustainability issues of resource protection and water supply, social responsibility and long-term economical development. This framework was successfully applied in a Balanced Scorecard (BSC) approach and served as basis for a CR report of a German regional water and wastewater company. The CR Performance Indicator system was imbedded in the IWA framework of Performance Indicators (PI), and as such is universally applicable in water and wastewater systems.

Metrics, Targets and Performance

2006 ◽  
Vol 197 ◽  
pp. 80-92 ◽  
Author(s):  
Philip Andrew Stevens ◽  
Lucy Stokes ◽  
Mary O'Mahony
Keyword(s):  
Public Sector ◽  
Performance Management ◽  
Performance Indicators ◽  
Acute Hospital ◽  
Performance Management System ◽  
The Public ◽  
Productivity Measure ◽  
And Performance ◽  
The Uk

The setting and use of targets in the public sector has generated a growing amount of interest in the UK. This has occurred at a time when more analysts and policymakers are grasping the nettle of measuring performance in and of the public sector. We outline a typology of performance indicators and a set of desiderata. We compare the outcome of a performance management system — star ratings for acute hospital trusts in England — with a productivity measure analogous to those used in the analysis of the private sector. We find that the two are almost entirely unrelated. Although this may be the case for entirely proper reasons, it does raise questions as to the appropriateness of such indicators of performance, particularly over the long term.

scholarly journals Proposed Corporate Performance Management Using Integrated Performance Management System (IPMS) at PT Pos Indonesia (Persero)

2018 ◽  
Vol 7 (3.25) ◽  
pp. 71
Author(s):  
Eliza Prilianti ◽  
Muhammad Tresnadi Hikmat
Keyword(s):  
Performance Management ◽  
Performance Indicators ◽  
Management System ◽  
Performance Management System ◽  
Business Opportunity ◽  
Process Implementation ◽  
New Business ◽  
Delivery Services ◽  
Increasing Demand ◽  
Integrated Performance

The big market shifting in postal industry begun since a physical letter was being substituted by digitalization of technology, yet it brings new business opportunity in the e-commerce industry. The e-commerce industry in Indonesia is expected to grow by approximately 18% annually in the next five years. It triggers an increasing demand for parcel delivery services. However, the performance of PT Pos Indonesia (Persero) as a State Owned Enterprise engages in postal industry shows the declining trend. The volume of parcel delivery declined during the last three years. The company has not been able to manage its performance due to the incompatibility of performance management system. The purpose of this research is assisting the company to design new performance management system to improve its performance. The Integrated Performance Management System (IPMS) framework is selected because it is able to overcome the issues in the company. There are five stages of IPMS framework includes foundation, background and information, design process, implementation, and refreshment. It consist of three perspectives includes organizational output, internal process, and resources availability. This research proposed the performance management system for Pos Indonesia and produces 20 key performance indicators (KPI) that derived from company’s vision, mission, and strategy.  

An environmental balanced scorecard for supply chain performance measurement (Env_BSC_4_SCPM)

2016 ◽  
Vol 23 (6) ◽  
pp. 1398-1422 ◽  
Author(s):  
Luís Miguel D. F. Ferreira ◽  
Cristóvão Silva ◽  
Susana Garrido Azevedo
Keyword(s):  
Supply Chain ◽  
Supply Chains ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Environmental Performance ◽  
Supply Chain Performance ◽  
Content Type ◽  
Proposed Model ◽  
Novel Model

Purpose – Companies need to excel in many areas to achieve a competitive advantage. This, together with pressure imposed by regulators and customers regarding sustainability concerns, leads companies to address sustainability in an integrated fashion across all management processes. The purpose of this paper is to suggest a model for the assessment of the environmental performance of a supply chain, based on four perspectives used in the balanced scorecard. Performance indicators are proposed based on the literature, as well as on the ISO 14031 and GRI standards, and were validated by a panel of experts. Design/methodology/approach – Based on a literature review on models for environmental performance management a novel model to assess the environmental performance of the supply chains (Env_BSC_4_SCPM) is proposed. Data collected from the first tier suppliers of an automotive industry case study are used to test the proposed model. Findings – The model developed was tested in a case study company, showing it ability to benchmark the company first tiers suppliers and products. The model is also useful as a decision support tool to define actions to be taken in order to improve the global environment performance of the supply chain. Research limitations/implications – The proposed model was developed to evaluate the environmental performance of supply chains. Nevertheless, the case study only takes account of the first tier suppliers, due to difficulties associated to data collecting for the other elements in the supply chain. Widening the frontiers, the next phase may include the application of this model to second, third and lower tier suppliers, as well as the final customer. Improvements in the model could also include the construction of a composite index to measure the environmental supply chain performance. Practical implications – The paper provides a model that can be used by practitioners to evaluate the environmental performance of their supply chain and to decide on actions to be taken to improve it. Originality/value – As stated by several authors, there has been limited research conducted in the field of environmental evaluation of supply chains. This paper proposes a novel model for the environmental performance of the supply chain and tests it using industrial empirical data.

Tata Power Delhi Distribution Ltd: measuring beyond the metrics

2012 ◽  
Vol 2 (2) ◽  
pp. 1-17
Author(s):  
Monica Singhania ◽  
R. Venkatesh
Keyword(s):  
Performance Management ◽  
Balanced Scorecard ◽  
Management System ◽  
Graduate Program ◽  
Planning Process ◽  
Performance Management System ◽  
Inclusive Growth ◽  
Strategy Formulation ◽  
Content Type ◽  
The Balanced Scorecard

Subject area The focus is on a performance management system and its strategic alignment using a Balanced scorecard in a Public Private Partnership framework. This case study analyses the situation for Tata Power Delhi Distribution (TPDD) which needs to realign its strategy to meet the emerging sustainability challenges of inclusive growth and combating the climate change. The case covers the field of strategic management, strategy formulation and performance management system deployment using the balanced scorecard. It touches upon the emerging need for corporates to look beyond economic signals and take social and environmental impacts into strategy planning process. Study level/applicability The case can be used in the following courses; post graduate program in public administration; MBA/Post graduate program in management in strategic management; executive training program for Government executives in public sector organizations to highlight the concept of performance management system in PPP companies. Case overview After the initial tumultuous years, TPDD emerged as one of the efficient power distribution companies in Delhi region. One of the major management tools that was helpful to achieve this was the balanced scorecard. TPDD's general manager for corporate strategy & planning reviewed the process and the due diligence that went into designing and implementing the balanced scorecard. Now, after the balanced scorecard success story, he along with Dr Ganesh Das, Head of Group – Strategy wants to take it to a next level and integrate their strategies related to inclusive growth of community and combating the ill effects of climate change. They believe that the balanced scorecard method that had helped them to achieve their strategic goals will help them to achieve future objectives too. But whether the existing four perspectives: financial, customer, internal process and learning and growth would adequately address the emerging challenges or whether there was a need to introduce a new perspective – “The Social Perspective” – is what they contemplate in the case. Expected learning outcomes The case can be used to teach the following: the importance of strategy in an organization and how it helps the firms to realize their stated vision; to highlight the process of strategy formulation and its deployment; to help students realize the difficulties in realizing a strategic goal through performance management system; use the balanced scorecard as an effective tool for strategy deployment and organizational alignment; to introduce students the concept of sustainability in the organization and emerging global challenges; and to illustrate the complexities involved in a strategic planning process Supplementary materials Teaching notes.

Performance Management System at Gas Company

2010 ◽  
Vol 14 (01) ◽  
pp. 95-115
Author(s):  
A. K. Siti-Nabiha
Keyword(s):  
Performance Management ◽  
Performance Appraisal ◽  
Performance Indicators ◽  
Management System ◽  
Evaluation System ◽  
Parent Company ◽  
Performance Management System ◽  
Appraisal System ◽  
Management Processes ◽  
New System

The case is about the implementation of a performance management system (PMS) in ALPHA, a gas processing company. ALPHA is also a subsidiary of a multinational company based in Malaysia. The new performance management system was imposed on ALPHA by its parent company. The PMS integrates the following key management processes, i.e. strategic planning, portfolio management, resource allocation, performance measurement and reporting and executive compensation in the organization. The ultimate aim of the new system is to ensure that the focus of business activities is on economic value creation. At the heart of this system is the use of key performance indicators (KPIs) for each of the management processes coupled with performance targets for all the KPIs. However, there were various implementation problems in the company. The employees had difficulty in formulating their performance indicators. There was also confusion and anxiety among the organizational members regarding the new system, specifically on how it would impact on their performance appraisal. Consequently, most of the employees formulated two sets of indicators, one to be used for their performance appraisal and another indicator for the performance management system, which is not used in their evaluation system. Ms. Marinah, the General Manager of the Finance Division and also the person responsible for the implementation of the new performance management system needs to make a decision as to whether to continue the usage of two sets of indicators for the parent company or to brief the managers again about the usage of value based indicators for their appraisal system.

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