ABSTRACT
This chapter provides a reflective account of the changing role of the planning department in the performance management and control (PMC) of a relatively small UK university. We define PMC as a set of management practices formulated to achieve an organisation’s strategic goals and shape its strategic direction. While responsibility for performance measurement has generally been seen as that of the finance function of an organisation (ICAEW, 2009), the widespread use of balanced scorecards (Kaplan and Norton, 1996) and competitor analysis (Porter, 1990) has expanded the need for more non-financial data. In some sectors such as Higher Education (HE), the strategic planning team is being tasked with addressing this need (Lerner, 1999), though research on this aspect of PMC is limited (see Seneviratne and Hoque’s Chapter 24 in this volume). What we explore in this chapter through an illustrative case study is the role of planning in relation to other parties and how that has changed over a 5-year period.
