Community Indicators for Your Community

Real, lasting community change is built around knowing where you are, where you want to be, and whether your efforts are making a difference. Indicators are a necessary ingredient for sustainable change. And the process of selecting community indicators -- who chooses, how they choose, what they choose -- is as important as the data you select.

The Jacksonville Community Council (JCCI) understands indicators and community change, with more than 25 years of producing the annual Quality of Life Progress Report for Jacksonville and the Northeast Florida region, and two decades of helping other communities develop their own sustainable indicators projects. JCCI consultants give you the information you need to measure progress, identify priorities for action, and assess results.

I'd like to talk with you personally about how we can help. E-mail me at
ben@jcci.org, call (904) 396-3052, or visit CommunityWorks for more information. From San Antonio to Siberia, we're ready and willing to assist.


Tuesday, May 27, 2008

Call for Papers: Marketing Strategies for Public Performance

International Journal of Public Sector Performance Management (IJPSPM)

Call for Papers

Special issue: “Marketing strategies for Public performance”

Guest Editor:
Professor Tony Proctor, Chester Business School, University of Chester.

Marketing in the public sector faces challenges both a regional and national level. In particular, there is emphasis on performance management and the adoption of an approach to business that parallels that in the profit making private sector. As public organisations aim to produce impacts on their external environment, their performance needs to be measured, not only at the internal level but also at the external level. This is the reason why marketing approaches and their specific tools have a key role to play in the management and measurement of public performance.

The creation of initiatives between public and private sectors, involving partnerships and joint ventures companies, and, the emphasis on changing attitudes and behaviour in Society, have focussed attention on making strategic decisions in increasingly market-oriented ways. A successful adoption of a market orientation allows the public sector to become better positioned to exploit emerging opportunities. Recognition of opportunities that exist, the marketing orientation required to exploit these opportunities and the enabling strategies demanded are key to the future development of public sector organisations in the 21st century.

Theoretical and empirically-based papers are being sought for a special issue of IJPSPM which will explore to what extent marketing can, should and indeed must improve the customer orientation within the public sector and the ways in which this goal can best be achieved. The exploration of key marketing challenges and the identification of best practice in differing marketing contexts are highly topical and important. Papers adopting a theoretical approach are welcome provided they deal with new marketing tools and approaches. However, priority will be given to papers which concentrate on empirical researches (cases studies). The general theme of the special issue will be around how public sector executives plan strategic marketing activities to increase performance within their organisations.

This special edition aims to inform readers on the processes and the consequences of adopting marketing approaches within public sector. It will focus on “marketisation” (increase performance in service delivery) and social marketing in order to link these integrated marketing approaches to performance that relies not only on promotion and communication, but also on the will to identify the needs of their public. Areas that may provide an appropriate focus include (but are not necessarily limited to):

· Diversity of the demand the public manager has to face with (consumers, users, voter, tax payers). Which marketing tools are more adapted to cope with this specific demand?
· Market segmentation, targeting and positioning approaches – traditional or new approaches more adapted to public services.
· How new public services are adapted to meet the needs of a specific demand
· Analysis of users’ satisfaction within public sector organisations.
· Targeting specific publics to reach social goals.
· How marketing tools are used and adapted in order to reach performance in changing social behaviours?
· Value based marketing
· Innovation and improved service delivery through public-private partnerships and networks or co-operation with other public sector providers
· Measuring short and long term future demand for services
· Effective delivery of customer service to reflect and reinforce the desired corporate brand image
· Methods of improving customer service
· Issues regarding pricing of services in the public sector
· Marketing communication approaches
· Social marketing in practice
· E-marketing and the public sector customer.

All manuscripts must be submitted in line with the guidelines for the International Journal of Public Sector Performance Management .

Important Dates
Submission of full paper before: 1st November, 2008
Notification of acceptance before: 15th February, 2009
Submission of final and revised manuscripts: 1st April, 2009

Editors and Notes
You may send one copy in the form of an MS Word file attached to an e-mail (details in Author Guidelines) to the following:

Tony Proctor
E-mail: tony_proctor@btinternet.com

with a copy to:
IEL Editorial Office
E-mail: ijatm@inderscience.com

and:
Marcel Guenoun
E-mail: marcel.guenoun@univ-cezanne.fr

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