Abstract
Spending in higher education has increased at phenomenal rates and is demonstrating diseconomies of scale. The primary driver is increased administrative spending. Most universities are managed with a compliance, rather than a performance, mentality. Performance management systems (PMS) are rarely developed in higher education or utilized by management to highlight continuous improvement. A conceptual framework of how to develop a PMS architecture is presented. PMS is illustrated using a regional public university’s data. The conclusion is that it is virtually impossible to accomplish the institution’s mission effectively and efficiently without the ability to make informed, fact-based decisions through a PMS.
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