Research method 3
3.2.5 Case selection for this study
Strategic selection of cases was employed in this study. De Vaus (2001) ascertained that strategic selection means that cases are selected because they meet specific requirements (as opposed to being randomly selected). Cases for this study on the use of performance information by local government managers in Indonesia were selected based on the level of implementation of the performance-based accountability systems introduced by the central government since 1999. These systems demand that public sector organisations, including local government agencies, use performance information in their planning, monitoring and evaluating programs, and reporting performance (refer to MMBR, 2014).
Indonesia is a country with a population of over 237 million people, based on the national 2010 census, and in which much of the responsibilities of government have been devolved to the local government level as part of public sector reforms (Indonesian Bureau of Statistic, 2013). Local governments in Indonesia are large, complex and influential institutions that house multiple sections (agencies), each responsible for delivering on performance and accountability and each overseen by an agency manager. So, improving performance and accountability in local governments is of utmost importance to the country and community. Despite two preliminary studies by Akbar et al. (2012) and Mimba et al. (2013), there is insufficient knowledge about how performance information is or can be used to improve performance delivery and accountability.
Three agencies were selected from two local government jurisdictions in Province X: Local Government A and B. City A is the capital city of South Sulawesi Province with a population of 1,408,072 in 2013 (MPA, 2014). As the capital city, it is assumed that City A has implemented performance-based accountability systems more comprehensively when compared with other districts in the province. City B had a population of 179,505 in 2012 (BPA, 2012) and is known as a district that has been experiencing improvement in its regional development since the new mayor came to power. The mayor has implemented several innovative programs that affect service delivery (Tamimi, 2015).
In addition to the characteristics of the local governments (A and B), the selection of the cases in this study was based on data availability. The researcher had access to the data of the three local government agencies in Indonesia selected in this study. Having this access is critical to avoid failure in attempting to conduct research (Yin, 2014). The selection of the case is also based on the researcher’s background as an Indonesian citizen and as an Indonesian Government employee, who has excellent knowledge about local culture, values, language, and regulation regarding the use of performance information.
The aim of this study was to provide learnings for practice and further research from an exploration of the use of performance information by managers in Indonesia. The selection of a non- representative sample of entities provided the opportunity for deep contextual learnings rather than for generalizations from a wider sample (Stake (1995). The selection of three cases across two local governments enabled the researcher to answer the four research questions (RQs):
RQ1. Which categories of performance information do public sector managers use to deliver on performance and accountability?
RQ2. How is performance information used?
RQ3. Why is the performance information used? (Identifying barriers and enablers); and RQ4. How can performance information be more useful to managers in delivering on
performance and accountability? (To inform the development of a model for effective use of performance information).
It was intended that answers to the four RQs would inform practice and theory in the use of performance information. This study did not intend to produce statistically generalizable findings. Exploring the use of performance information in the agencies in two local governments provides insights on that use and the context within which the information is used. The use of a multiple case approach, with three cases selected, enabled the examination of different types of cases under different conditions as has been highlighted by (De Vaus, 2001, p. 238).
Prior to selecting the unit of analysis, the researcher discussed the use of performance information by local government managers with two local experts in the field. These experts provided consultation on the use of performance information in preparing planning documents and performance reports in local governments in South Sulawesi Province. As well as discussing the selection of agencies with the experts, the researcher conducted a preliminary analysis of the recent performance reports and strategic plans of twenty agencies in the City B and Local Government A jurisdictions (ten agencies in each). The researcher also conducted a preliminary analysis of the recent performance reports and strategic plans of the two local governments. This preliminary analysis laid a foundation for identifying the program priorities of the two local governments. It is important to note that in the Indonesian local government structure, agencies are unit organisations, led by a Chief, and are responsible for delivering local government programs as stipulated in their planning documents. The implementation of the programs contributes to achieving the vision of the local governments as stated in the mid-term regional development plans (that is, strategic plans). The discussion with experts and the preliminary analysis provided a basis for selecting three agencies that had strategic roles in achieving the objectives of the program priorities in the two local
governments. In the Local Government A, the researcher selected the City A Office for Landscaping and Cleanliness (ALPHA) and the City A Office for Tourism and Creative Economy (BETA). ALPHA is a unit organisation of the Local Government A (LGA). It is responsible for delivering cleanliness and developing and implementing policy regarding landscaping. The recent LGA strategic plan indicated that cleanliness has become the priority for the City A Mayor in order to achieve the vision of a comfortable city (MoLC, 2014; MPA, 2014). BETA also plays a critical role in achieving one of the objectives of LGA, which is to improve the people’s prosperity by enhancing the competitiveness of tourism in City A (MPA, 2014).
Among the agencies in Local Government B, the researcher selected GAMMA. The Local Government B (LGB) has a vision to become the center of economic activities in the southern part of Province X. As the center of economic activities, LGB intends to attract investors, tourists, and people to the city (BPA, 2012). GAMMA has an important role in achieving the vision of LGB to increase the economic activities in the region.
The selection of the cases in this study is based on the important role of the agencies ― ALPHA, BETA, and GAMMA ― in achieving the vision of the two local governments. This crucial role potentially motivates managers in these agencies to use performance information more effectively than other agencies.