This project investigated whether a strategy framework such as the Balanced Scorecard (BSC) (linked to a Performance Management System (PMS)) compared to a more standard model of strategic planning would improve focus and research output by botanic gardens worldwide. Is the BSC a suitable strategy management and governance tool for public sector organisations such as botanic gardens; if so, could the emerging principles be applied to similar types of organisations? This will be tested in the follow-up phase. The research output was based on an in-depth case study at the Royal Botanic Garden Edinburgh (RBGE) employing documentary analysis and action research techniques.
The research relates primarily to the practitioner who should find it helpful as the work is based on research subject to academic rigour but is translated into a pragmatic approach via the case study.