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4 t h Edition Leisure, Sport and Tourism, Politics, Policy and Planning

CABI TOURISM TEXTS. 4 t h Edition Leisure, Sport and Tourism, Politics, Policy and Planning. A. J. Veal. COMPLEMENTARY TEACHING MATERIALS. Leisure, Sport and Tourism, Politics, Policy and Planning, 4 th Edition. CHAPTER 15. Performance Evaluation.

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4 t h Edition Leisure, Sport and Tourism, Politics, Policy and Planning

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  1. CABI TOURISM TEXTS 4th EditionLeisure, Sport andTourism, Politics,Policy and Planning A. J. Veal COMPLEMENTARY TEACHING MATERIALS

  2. Leisure, Sport and Tourism, Politics, Policy and Planning, 4th Edition CHAPTER 15 Performance Evaluation Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  3. Outline Introduction Evaluation in context Steps in the evaluation process Approaches Goals and performance indicators Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  4. Evaluation in Context • Economic evaluation – see Chapter 14 • Managerialism and privatization • Forms of evaluation • Sustainability/carbon footprint/water conservation • Triple bottom line accounting • Effectiveness and efficiency Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  5. Managerialism and privatization • Managerialism: the application of formal/rational management practices • Often used (typically negatively) in regard to applying private sector-style practices in the public sector • Arises particularly with privatization or ‘contracting out’ to the private sector – implying that only financial criteria are used and traditional public sector goals are being ignored • However: Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  6. Managerialism and privatization (cont’d) • Contracts should include all the requirements of the public sector. • Even public sector organizations need to think about best use of capital. • Tourism enterprises, while commercial in nature, can also have wide community impacts. • When services are contracted out to private companies, the public agency (e.g. council) still has responsibilities regarding the quality of life of the community. • This also applies to single-purpose agencies (e.g. arts, sport) in their areas of concern. • Competitive tendering for public services can ‘concentrate the mind’ of the public agency to spell out its goals. Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  7. Forms of evaluation • Routine internal – e.g. annual • Strategic – relating to strategic planning • Accountability – inclusion in official annual reports • Ad hoc, one-off evaluations • Internal versus comparative • internal comparison with previous years or between units • comparative: comparison with external ‘benchmarks’ Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  8. Sustainability/carbon footprint/water conservation Particular emphasis given to these items in recent years: • sustainability: no decline in quality of the basic resource • carbon footprint: minimisation of carbon-dioxide etc. emissions • water conservation: efficient use of water Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  9. Triple bottom line The idea that organizations should report annually, not just on finance, but on three criteria: • financial performance • social impact • environmental impact Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  10. Effectiveness and efficiency • Effectiveness: the extent to which a project achieves what it is intended to achieve • Efficiency: is the cost (input) per unit of output Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  11. Steps in the evaluation process (Table 15.1) • Identify goals • Specify objectives • Devise measures of effectiveness – performance indicators (PIs) • Devise measures of efficiency – performance indicators (PIs) • Specify data collection methods • Collect base-line PI data • Set targets • Collect PI data collection at specified times (e.g. weekly) • Identify and obtain external benchmark data • Compare base-line values of PIs with benchmarks • Deliver verdict • Consider of implications Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  12. Goals/objectives and KPIs: leisure (Table 15.2) Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  13. Goals/objectives and KPIs: tourism (Table 15.2 cont’d) Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  14. Approaches to performance evaluation • Service quality • the CERM PI system (Australia) • the National Benchmarking Service (UK) • importance-performance analysis (generic) • Comprehensive Area Assessments • Arts, entertainment, cultural venues/events • Sport (UK) • Tourism (Australia) Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  15. Service quality Systems that evaluate quality of customer service, typically on an annual basis: • CERM PI system (Australia) • National Benchmarking Service (UK) • Importance-performance analysis (generic) Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  16. Service quality: strategic vs operational goals (Fig. 15.1) Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  17. CERM PI system (Box 15.1) • Centre for Environmental and Recreation Management (University of South Australia) Performance Indicators system • Version of SERVQUAL approach (Parasuramanet al., 1988) • compares customer service quality expectations with service quality received • Leisure facility managers who use the system collect standard annual data from customer surveys • CERM analyses data and presents results with comparison of averages for similar facilities (benchmarking) Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  18. CERM PI system (cont’d) Items rated using Likert-type scales Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  19. National Benchmarking Service (Box 15.2) UK Service similar to CERM PI sponsored by Sport England and operated by the Sport Industries Research Centre (SIRC) (Sheffield Hallam University) Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  20. Analysis of data: importance-performance technique • Similar to SERVQUAL, but can be used: • in organizational decision making, as indicated by Harper and Balmer (1989); • in relation to perceived benefits of public leisure services, as a form of consumer consultation (Sieganthaler, 1994); • to measure customer satisfaction (Langer, 1997: 147); and • to analyse performance data. Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  21. Importance-performance analysis: customer service evaluation example • 8 service items (A–H) scored by customers of one facility in relation to: • importance/expectations • performance – service actually received • Results in Fig. 15.2 Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  22. Importance-performance analysis example (Fig 15.2) Doing well Wasted resources? Cause for concern Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  23. Importance-performance analysis: comparison example (Table 15.5) • The same facility over 4 years (4 cases): scored on 8 service quality items (could also be applied to 4 different facilities) • Different service quality items have different levels of importance/expectation: cored by management or users Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  24. Importance-performance analysis: comparison(Table 15.5)

  25. Comprehensive Area Assessments (CAAs) • Pre-2010 nationwide system of performance evaluation for local councils, including leisure, sport, arts • Abolished by Conservative/Liberal Democrat coalition to cut down ‘red tape’ etc. • Details included in book as example of an ambitious scheme • Legacy of national sport/arts participation surveys remains Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  26. CAA: selected National Indicators (NIs) (Table 15.6) Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  27. Other examples • Arts, cultural venues and events • arts items included in the CAA system (see above) • in 1991, the UK Audit Commission (now abolished) produced a system of PIs for the arts/cultural events (see Appendix 15A) • Sport • see the Sport England strategic plan in Appendix 15B • Tourism • see Tourism NSW Masterplan: Appendix 15C Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

  28. Goals and performance indicators • Throughout the book, numerous goals of public leisure/sport/tourism services are mentioned. • All can be expressed/evaluated in terms of performance indicators. • Appendix 15D Leisure, Sport and Tourism, Politics, Policy and Planning, 4th edition, Veal, 2017, CABI Tourism Texts

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