This study sought to uncover information about the types of measurement and strategic planning models being used in higher education development, determine what measures are most important and effective for successful development practices, and explore the potential application of the Balanced Scorecard to higher education development operations. Survey data indicated a wide range of quantifiable metrics currently in use and opinions about measurements such as face-to-face visits, delivery of solicitations, and dollars raised. Personal interactions were considered the most important form of measurement, with financial outcomes falling closely behind. Very few survey respondents reported personal knowledge of the Balanced Scorecard, and no respondents reported that the Balanced Scorecard was currently in use as a tool for performance measurement or strategic planning at their current institutions of employment. Chi-square analysis was performed for hypotheses. Only one hypothesis was rejected based on a significant p-value of .001 for both chi-square and Fisher's exact test analyses, indicating the possibility of a significant relationship between the size of an institution's undergraduate student body and that institution's use of performance metrics for development personnel. The qualitative interview portion of the study also indicated that many forms of quantifiable metrics are utilized by institutional development operations. Opinions about what measures are most important varied and were not consistent based on levels of leadership or management responsibilities. Interview data did indicate that the four perspectives of the Balanced Scorecard would provide useful direction in performance measurement and planning.
|Commitee:||Holleman, John, Kellum, Gloria, Mullins, Andy, Webb, Whitney Thompson|
|School:||The University of Mississippi|
|School Location:||United States -- Mississippi|
|Source:||DAI-A 74/05(E), Dissertation Abstracts International|
|Subjects:||Higher Education Administration, School administration|
|Keywords:||Balanced scorecard, Development, Fundraising, Metrics, Performance measurement, Strategic planning|
Copyright in each Dissertation and Thesis is retained by the author. All Rights Reserved
The supplemental file or files you are about to download were provided to ProQuest by the author as part of a
dissertation or thesis. The supplemental files are provided "AS IS" without warranty. ProQuest is not responsible for the
content, format or impact on the supplemental file(s) on our system. in some cases, the file type may be unknown or
may be a .exe file. We recommend caution as you open such files.
Copyright of the original materials contained in the supplemental file is retained by the author and your access to the
supplemental files is subject to the ProQuest Terms and Conditions of use.
Depending on the size of the file(s) you are downloading, the system may take some time to download them. Please be