MVi is actively engaged with the Bounorng, Kouy, Stieng, Kreung, Prov, Laak, and Kavet communities in the provinces of Mondulkiri, Stung Treng, and Kratie. Over the years, MVi has implemented three strategic plans since 2006, focusing on supporting indigenous and rural communities in these three provinces. The strategic plan for the period 2023–2027 is designed to enhance the livelihoods and economic conditions of indigenous and vulnerable communities. This plan prioritizes four key areas: climate change, natural resource management, modern agriculture production (...) and market, and social accountability. Supporting the establishment and functionality of sub-national networks is not only a core value of MVi but also a strategic approach. MVi actively facilitates the formation of sub-national networks, including the indigenous youth network, indigenous women's network on NRM, and youth/child network on CEFM. These networks are crucial in promoting self-reliance and addressing specific issues. The performances of indigenous youths and women are evaluated based on their understanding of roles and responsibilities, dissemination of youth's roles in natural resource management, participation in trainings and seminars, organization of regular meetings, coordination with community leaders for various meetings and events, mobilization of youth members to address NRM issues, implementation of plans to protect natural resources, integration of NRM plans into commune investment plans, advocacy for NRM issues with networks and decision-makers, and collaboration with other communities for NRM discussions and actions. This paper aims to guide NGO staff on how to assess the performance of sub-national community networks focusing on natural resource management. (shrink)

The chapter begins with a description of the most important indicators, and then refers to the characteristics of the indicator systems. Then a comparison is made of the traditional indicators, those created to cover the needs of the new context. It also includes reflections on the scorecards, to arrive at the balanced scorecard. Finally, it alludes to its application in the non-profit sector, especially in public organizations.

This paper is about Cultural Organizations Management, more specifically, in Museums Management, and it is framework in Balanced Scorecard. The paper focuses on one of the perspectives, known as the customer perspective, which is divided into two parallel dimensions, the Visitor's Perspective, and the Social Demand Perspective. It should be noted that typology of museums is diverse, and each organization has a unique mission, a strategic plan according to it and, therefore, its own balanced scorecard. But there may (...) be common strategic objectives and indicators that are useful for managing different museums. The objective of this paper is to be able to provide indicators that facilitate cultural management in the design of a Balanced Scorecard. Likewise, having general indicators allows comparability between different organizations, and provides a useful tool to evaluate the management of a group of museums in a community or region. This paper shows the different ways museums can increase visitors, either through the permanent collection, temporary exhibitions, the online collection, or the opportunity’s provided by Museum Friends Association. Indicators are proposed to meet the strategic objective of increasing visitors in its different types. Likewise, emphasis is placed on Social Demand, which is user's demand for certain heritage assets, including museums. (shrink)

Abstract: This study aimed to identify the reality of using a balanced scorecard in business incubators in Gaza Strip, and the study relied on the descriptive analytical approach, and the study population consisted of all employees working in business incubators in Gaza Strip in addition to experts and consultants in incubators, where their total number reached (62) Individually, the researchers used the questionnaire as a main tool for collecting data through the comprehensive survey method, where (55) questionnaires were retrieved (...) with a recovery rate (88.7%.). The results of the study showed that there is a high approval of all dimensions of the balanced scorecard, as it obtained a relative weight (81.44%), and the order of its dimensions came as follows, first came the incubation dimension with a relative weight (84.89%), followed by the learning dimension, which got a relative weight (82.50%), and in the third place came the entrepreneur dimension with a relative weight (80.66%), and in the last place was the societal development dimension with a relative weight (78.18%). The study came out with several recommendations, the most important of which is that business incubators seek to adopt the application of the balanced scorecard as a method for managing it and a tool for measuring and evaluating its performance, and the need to periodically evaluate its performance, and the need to hold training courses for workers in incubators to introduce them to the balanced scorecard and how to apply it. (shrink)

The study aimed to identify the level of organizational performance in ceramic companies in the Tenth of Ramadan City, where the researchers used the descriptive analytical method, through a questionnaire distributed. The study reached a set of results, the most important of which are: the presence of a clear consensus of the study sample from the members of the senior management that all dimensions of the balanced scorecard variable are largely present in the ceramic companies under study, and the (...) results showed the approval of the study sample of workers in an average way on the application of the financial dimension and that it is applied Well, the approval of the study sample of the employees in an average way that tends to decline on the degree of application of the customer dimension and that it is applied by the senior management in an inappropriate way, the approval of the study sample of the employees in a large way on the degree of application of the internal operations dimension and that it is applied by the senior management in a large and appropriate way, approval The study sample of workers applying the learning and growth dimension is moderately low and it is applied inappropriately by the senior management. The study presented a set of recommendations, the most important of which are: working on clarifying and translating the vision and strategy of the institution, working on clarifying the strategy and linking it to the goals, planning and setting goals and arranging strategic initiatives, promoting strategic feedback. (shrink)

Through analyzing policy and regulatory documents as well as in-depth interviews with experts, this study aims to address two research purposes. First, inspired by Europe's institutional autonomy scorecard, this study aims to introduce a similar one that appropriates to the Vietnam’s context. Vietnam's scorecard also has four dimensions as like the European one, these are: academic, organizational, staffing and financial. Nevertheless, the differences include: (i) the selection of specific indicators corresponding to each dimension of the scorecard; and (...) (ii) the scoring system of the autonomy level pertaining to each indicator. These differences reflect the local attributes of Vietnam which are dissimilar to the European context. Second, Vietnam's institutional autonomy scorecard would be adopted to measure the levels of autonomy regarding four types of universities in Vietnam: (i) Vietnam national universities; (ii) autonomous public universities; (iii) regular public universities; and (iv) private universities. Findings of this study does not only provide implications for Vietnamese policymakers and institutional leaders but also stakeholders in other countries. We encourage scholars in other countries to employ a similar approach to develop scorecards that are appropriate to their local contexts. (shrink)

This study sought to investigate the Human Resource and Management (HRM) Program of a preschool hereinafter referred to as the Early Years Learning Center (EYLC) in Mandaluyong City for purposes of this research study. This is a qualitative case study that delved particularly into the issue of employee retention, especially of seasoned teachers and staff of the subject learning center. It used the interview method to generate an in-depth analysis as it revisited its HRM Program. To triangulate the data gathered, (...) documents from websites and social media as well as artifacts were also utilized. There is a dearth of research on the Human Resource and Management Program in preschool education. Most studies are from India and China. In terms of the HRM Program in education, SWOT analysis was frequently used to help improve the program. There were negligible sources that used the balanced scorecard at the preschool level. Hence, a combination of the SWOT analysis and the Balanced Scorecard method were utilized - the SWOT Analysis to determine the problems the learning center faces vis-à-vis its HRM Program, and the balanced scorecard in the search for a solution or strategy to help solve the problem. Based on the study, these combined tools proved to be effective in revisiting the HRM Program of schools. After interviewing the Directress of EYLC, findings disclosed that to be able to improve the retention of employees in the learning center, the focus should be given to the hiring policies and procedures keeping in mind the job security of its targeted employees. This brings forward concerns over advertising schemes utilizing different venues and platforms as well as issues involving the provision of seasoned employees with a retirement package, comprehensive Health Management Organization (HMO), and a continuing professional development program. (shrink)

El Cuadro de Mando Integral (Balanced Scorecard) es una herramienta que se ha impuesto en la currículas de las carreras de administración y contaduría pública. A su vez, la tendencia mundial que exige formación de grado de 8 semestres lleva a que diversas herramientas de gestión se dicten a nivel de posgrado. En este trabajo, se efectúa una propuesta para cursos de grado, integrando Cuadro de Mando Integral y Reportes de Sostenibilidad, atendiendo a la estrategia de las organizaciones, con (...) foco en el sector público. (shrink)

Subjects of Experience is as ambitious as it is contrary to the spirit of most of contemporary analytic metaphysics and philosophy of mind. The reader needs a scorecard to keep track of all the currently unfashionable positions that Lowe adopts in this courageous little book. While the work ranges broadly over many topics, Lowe’s account of the self is at its core, and will be the focus of this review. However, it should be noted that one of the virtues (...) of Subjects of Experience is its broad perspective. In addition to the book’s central discussion of the self, there are chapters on mental causation, perception, action, self-knowledge, and language, thought and imagination. (shrink)

Este artículo se enmarca en la Gestión de Organizaciones Culturales, más específicamente, en la Gestión de Museos, mediante la aplicación del Cuadro de Mando Integral o Balanced Scorecard (Kaplan y Norton 1992, 1996, 2001a, 2001b). Dada la amplitud de la temática y la limitación del espacio, el trabajo se centrará en sólo una de las perspectivas, la conocida como perspectiva del cliente, que en este artículo se divide en dos dimensiones paralelas: la Perspectiva del visitante y la Perspectiva de (...) la Demanda Social Cabe destacar que la tipología de los museos es diversa, aún dentro en museos de similares características, y cada organización tendrá una única misión, un plan estratégico acorde a ésta, y por ende, su propio cuadro de mando integral. Esto no implica, que no puedan existir objetivos estratégicos comunes, e indicadores que sean de utilidad a la gestión de organizaciones museísticas disímiles. El objetivo de esta ponencia es poder brindar una batería de indicadores que faciliten a los gestores culturales el diseño de un Cuadro de Mando Integral (CMI). Asimismo, el podar contar con indicadores generales, permite la comparabilidad entre distintas organizaciones, y proporciona una herramienta útil a la hora de evaluar la gestión de un conjunto de museos en una comunidad o región. En este artículo se desarrollan las diversas formas en las que puede captar público un museo, ya sea por la colección permanente o las exposiciones temporales, la colección on line y las facilidades que brinda la Asociación de amigos del museo. Se proponen indicadores con el fin de cumplir con el objetivo estratégico del aumento de los visitantes en sus diferentes tipologías. Asimismo, se hace hincapié en la Demanda Social, que es la demanda del no usuario ante ciertos bienes patrimoniales, entre ellos los museos. Se concluye que los indicadores definidos también brindan herramientas útiles para el control de gestión al hacedor de Políticas Culturales. En Latinoamérica, el modelo cultural se basa en la concepción francesa, que, al contrario de la anglosajona, concibe al Estado con una participación activa en la actividad cultural. Los organismos que tienen a su cargo las políticas culturales, sean Ministerios o Divisiones, deberán tener mecanismos para poder evaluar su gestión objetivamente. El poder comparar el comportamiento de los diversos museos que giran bajo su órbita, y constatar el cumplimiento de una estrategia común acorde a la política cultural definida, posibilita no sólo el control de su propia gestión, sino que brinda elementos objetivos para poder rendir cuentas de su actuación al ciudadano, principal interesado en la eficiencia y eficacia de las políticas públicas. (shrink)