Implementing Effective Strategic Monitoring and Control Mechanisms in Educational Institutions: The Case of the Balanced Scorecard

This thesis examines the design and phased introduction of a Balanced Scorecard (BSC) framework as a strategic performance management instrument for a state-funded residential secondary school operating within the Presidential Schools network of Uzbekistan. Drawing on institutional data for the 2023–2025 fiscal period — including a three-year cumulative budget deficit of UZS 20.6 billion and a budget coverage ratio of 66.3 percent — the study develops a four-perspective BSC model calibrated to the specific governance constraints of a public educational organisation. The framework integrates financial viability, student outcome excellence, operational efficiency, and organisational learning into a coherent set of key performance indicators (KPIs), each accompanied by a measurable baseline, a three-year target, and an explicit improvement pathway. A phased implementation roadmap spanning 2025 to 2027 is proposed, and its interdependence with a parallel Management Information System (MIS) initiative is examined. The research concludes that the combined deployment of real-time digital monitoring and structured scorecard governance constitutes the most robust available mechanism for achieving sustainable institutional improvement.