Development of BSC Performance Management Model for
Community Welfare Centers, Song, Young-dal
96학번 송영달 동문의 경북대학교 대학원 사회복지학과 박사학위논문, 2014.
Community welfare centers represent typical community-based organizations or facilities in Korea. Currently here are 442 centers all around the country in 2014, and they have been putting their effort in order to enhance the local residents’ quality of life and community’s growth and development as the center organization for community welfare. In spite of their importance and remarkable improvement, there have been criticism on their professionalism and
efficiency. These circumstances have its base on the paradigm shift. Our society tend to concentrate on the results rather than the process and community welfare centers are also confronted with historic and national demands of agency accountability in terms of effective and efficient utilization of input resources.
Accordingly, this study aims to develop the performance management model which can be utilized more effectively to deal with the rapidly changing society.
To meet these purposes, this study used BSC developed by Kaplan and Norton(1992) as a theoretical base. BSC is the most widely used method of managing and evaluating agency performances. Utilizing the BSC, this study first identified mission and vision of community welfare centers by literature review. Then, the first draft of performance management model was developed
by professional interview surveys. After then, Delphi methods were applied to
on the practitioners of community welfare centers and validity of the research
model was identified. Finally, the relative importance of the model using hierarchal analysis was examined to amplify the possibility of actual application
of the developed performance management model.
The study results are as follows.
First, this study derived four perspectives which include ‘customer' perspective, ‘inner process' perspective, ‘learning and growth of organization’ perspective and ‘resources’ perspective. And a total of 8 CSF has drawn, 2 from each perspective, including improvement of user satisfaction, intensify the capacity of user and community in ‘customer’ perspective, effective organization management and improvement of quality of performances in ‘inner process’ perspective, intensifying managing human resources, intensifying capacity of employees in ‘learning and growth of organization’ perspective, intensifying clarity of budget, securing resources in ‘resources’ process. Lastly, a total of 27 KPI has drawn , 3-4 components from each perspective.
Second, in order to improve the practical applicability of the derived BSC model, AHP was utilized and each perspective, CSF, and KPI was analyzed toidentify relative importance. The first important hierarchal structure perspective identified was ‘inner process’ perspective followed by ‘customer’ perspective, ‘learners and growth’ perspective and ‘resources’ perspective. In terms of the 8 CSFs, the importance has drawn in the following orders : ‘improving the quality of performance’, ‘intensifying the capacity of employees’ and ‘intensifying capacity of users and community’ Finally, in terms of the 27 KPI, ‘the amount of exterior training activities for employees’, ‘constructing cooperative system among community(regarding organizing community business)’, ‘the rate of possessing professional certification’, ‘cost of training employees’ and ‘intensifying capacity of the users(objective index such as quality of life’.
The BSC performance managing model developed by this study provides specific ways for community welfare centers to deal actively with the changing
environment in the social welfare fields. Especially the perspectives, CSF, KPI
developed by ths study can provide the ways and criteria for community welfare centers to utilize the input resources more effectively.