Effect of Craft Competency on the Implementation of the Five Case Model in Zimbabwe

Effect of Craft Competency on the Implementation of the Five Case Model in Zimbabwe

Cavin Jeffry Mudimba

Author is an Accountant/Business Consultant, Chartered Secretary, Corporate Governance & Risk Management practitioner and also a Lecturer in Windhoek, Namibia.

DOI: https://dx.doi.org/10.47772/IJRISS.2025.90400262

Received: 01 April 2025; Accepted: 03 April 2025; Published: 09 May 2025

ABSTRACT

The Five Case Model (FCM) serves as a robust evaluative and decision-making framework within Public Financial Management (PFM), facilitating the systematic justification, structuring, and implementation of public sector projects. Despite its methodological rigor, its efficacy is often compromised by disparities in craft competency among financial managers, particularly within local authorities in Zimbabwe’s Matabeleland North Province. This study empirically investigates the extent to which variations in craft competency influence the implementation of five case model in eight local authorities in Matabeleland North Province, Zimbabwe. This encompassed technical proficiency, strategic financial acumen and industry-specific expertise with an emphasis on resource allocation efficiency, financial sustainability, and strategic alignment. Employing a quantitative methodology, the study utilizes Regression Analysis to establish causal relationships between craft competency and FCM execution, while controlling for variables such as organizational support, regulatory environment, and technological adoption. The findings depict a significant positive correlation between craft competency and FCM implementation efficacy, revealing that well-trained staff and executives exhibit superior decision-making, enhanced compliance with public financial regulations, and greater project success rates. However, rigid regulatory frameworks and economic volatility emerge as substantial impediments, exacerbating inefficiencies in business case formulation and project execution. The study advocates for targeted capacity-building interventions, regulatory reforms to streamline bureaucratic processes, and the integration of digital financial management tools to augment competency-driven PFM outcomes. These findings contribute to the ongoing discourse on public sector financial governance, offering empirical insights into optimizing financial management practices through enhanced professional expertise and strategic policy interventions.

Keywords: Keywords in this paper are Craft Competency, Five Case Model and Public Financial Management.

INTRODUCTION

The Five Case Model; comprising the Strategic, Economic, Commercial, Financial, and Management cases; constitutes a comprehensive and structured framework integral to the assessment, justification, and delivery of public sector projects and programs (HM Treasury, 2018). This model is widely employed in business case development across various governmental and international contexts. Its effective implementation within Public Financial Management (PFM) is paramount for ensuring the judicious allocation and utilization of public resources, particularly in an era marked by fiscal austerity and heightened demand for public goods and services (Brown & Davies, 2023). Despite the recognized value of the Five Case Model as a methodological approach, the actualization of its potential is frequently impeded by significant variations in craft competency among public financial managers (Kokkinaki & Chatzoglou, 2025). Craft competency encompasses the requisite skills, knowledge, and expertise necessary to design, critically analyze, and execute financial strategies that align with organizational goals (Harrison et al., 2022). Notably, gaps in such competencies often manifest in the inconsistent application of the Five Case Model, undermining the precision of business case formulation, exacerbating inefficiencies in resource allocation, and compromising project outcomes (Wilson & Taylor, 2024). These discrepancies are particularly concerning in the context of mitigating financial crises, addressing the relentless downward pressure on public sector financing, and managing the growing demands for public services. Thus, it is imperative to investigate the extent to which variations in craft competency influence the model’s implementation and explore whether targeted capacity-building interventions can bridge these competency gaps, thereby fostering enhanced public sector performance. This study seeks to address these issues by examining the barriers to effective model implementation, assessing the implications of craft competency deficiencies, and proposing strategies to strengthen competency levels for improved public financial management outcomes.

Objectives

The main research objective is centred on how craft competency affects the implementation of the Five Case Model in public financial management. The paper also seeks to establish what specific craft competencies are most critical for the effective implementation of the Five Case Model. These two objectives guided the research in understanding the relationship between craft competency and the application of the Five Case Model, while exploring practical solutions for addressing competency gaps in Zimbabwe.

Hypotheses

H0: Craft Competency has a positive effect on the implementation of the five-case model.

H1: Organizational support, regulatory environment, and technology adoption (Control Variables) influence the relationship between craft competency and five case model implementations.

H2: Leadership style, workplace culture, and economic conditions (Moderating Variables) moderate the strength of the relationship between Craft Competency and Five Case Model implementation.

Overview of Five Case Model

Strategic Case

The Strategic Case ensures the alignment of a project with broader government policies, strategies, and local objectives. Flynn (2019) emphasizes that local government strategies should align with national policies and community needs, ensuring both governmental and societal benefits. Pinder and Parnell (2018) highlight the importance of stakeholder engagement for achieving strategic fit in local authority projects. The strategic case addresses the rationale for intervention and outlines why it is necessary for the local authority, considering the current needs, challenges, and opportunities in the community. Clear, measurable objectives must be established, and stakeholder support must be assessed to guarantee that the project is not only needed but also supported by key community players, including residents, businesses, and local organizations.

Economic Case

The Economic Case evaluates the value for money of proposed interventions. It involves comparing the costs and benefits over the project’s lifecycle. For local authorities, a Cost-Benefit Analysis (CBA) is vital to assess the economic impact, especially in public service projects, (Boardman et al., 2021). The ““do-nothing”” or ““business as usual”” option is considered, alongside assessing non-monetary benefits such as social well-being, environmental improvements, or local employment (Greenhalgh et al., 2020). Risk assessment plays a role in understanding uncertainties, particularly in long-term projects.

Commercial Case

The Commercial Case addresses procurement strategies and contractual arrangements for delivering the project (Latham, 2017). In the instance of local authorities, public sector procurement can be complex, requiring a deep understanding of market conditions, supplier capabilities, and risk-sharing arrangements. However, there has since been some evolution in the public sector procurement. Carter and Cunningham (2019) explore the evolution of local government procurement and contracting arrangements, focusing on public-private partnerships. Additionally, transparent procurement strategies help ensure that the project is commercially viable, and legal frameworks must safeguard taxpayers’ money while ensuring delivery through both public and private sector cooperation.

Financial Case

The Financial Case ensures the financial feasibility of the project by considering funding sources, cash flow analysis, and overall affordability within budgetary constraints (Doolan, and McCune, 2020). The financial case for local authorities must reflect a clear understanding of public funding sources, including government grants, loans, and private sector contributions (Heald and Georgiou, 2021). Financial risks, such as cost overruns or funding shortfalls, must be identified and mitigated to guarantee sustainability.

Management Case

The Management Case focuses on ensuring that the project can be successfully delivered. It includes a comprehensive project management plan that outlines timelines, milestones, and responsibilities. Walker (2021) posits that governance arrangements and risk management systems must be robust to ensure accountability and transparency. Monitoring and evaluation are key to tracking progress, measuring outcomes, and ensuring the project meets its objectives (Williams, 2020).

THEORETICAL BACKGROUND

This study hinges on craft competency, Public-Choice Theory and the stakeholder theories which are expatiated below.

Craft Competency Theory

One theory that underpins the concept of Craft Competency in business, synonymous with Human Capital Theory in local authorities. This theory, developed by Becker (1993), posits that investments in education, training, and skills development enhance the productivity and efficiency of individuals, thereby benefiting organizations and society. In the context of business and local authorities, craft competency emphasizes the development of specialized skills through continuous learning and practice. Organizations and authorities that prioritize craft competency invest in their human capital, ensuring that their workforce can effectively address complex challenges and meet strategic objectives. This approach is particularly relevant in local authorities where skilled personnel are essential for effective service delivery and governance. Recent studies have reinforced the importance of human capital investment in improving organizational outcomes and public sector performance (Bontis et al., 2021; De Grip et al., 2022).

Public Choice Theory

Public Choice Theory suggests that public officials, like private-sector individuals, act based on self-interest, influencing decision-making in public administration (Davis, 2016). Applying this theory to the implementation of the Five Case Model in local authorities highlights the role of craft competence in relation to technical expertise, problem-solving abilities, and financial acumen in shaping project outcomes. While high craft competence can enhance decision-making, it may also lead officials to prioritize projects that align with personal agendas rather than public interest. Conversely, low craft competence can result in poor application of the model, leading to ineffective project evaluations and implementation. This interplay underscores the need for transparency, accountability, and targeted training to ensure that the Five Case Model is effectively applied for the benefit of public sector projects.

Stakeholder Theory

Stakeholder Theory posits that organizations should consider the interests and well-being of all stakeholders such as employees, customers, suppliers, communities and shareholders. This approach promotes ethical business practices and sustainable success by balancing diverse stakeholder interests. Freeman’s 2023 study on Stakeholder Theory, Strategy, and Organization on the Past, Present, and Future traced the development of stakeholder theory alongside strategic management, discussing their convergence and future research opportunities. Freeman pointed out that scholars, from the stakeholder theory, must develop a theory of managing value creation that explicitly acknowledges both the economic and moral nature of relationships in and around organizations.

Conceptual Framework

In this conceptual framework, Craft Competency is the independent variable. Crafty Competency denotes the unique abilities and knowledge necessary to successfully carry out projects. It influences the implementation of the Five Case Model, the dependent variable, which involves the strategic, economic, commercial, financial, and management considerations needed for successful project delivery.

Control Variables (CVs) in this study were organizational support, regulatory environment, technological adoption, and stakeholder engagement, indirectly influence the relationship between Craft Competency and the implementation of the Five Case Model, ensuring that other external factors are accounted for.

Moderating Variables (MVs) were organizational culture or leadership, either strengthen or weaken the impact of Craft Competency on the implementation process, depending on their presence or effectiveness in supporting the project.

METHODOLOGY

The research study applied the quantitative approach using a measurement model to test causality relationship between implementation of the Five Case Model in public financial management and craft competency of local authorities’ staff. Matabeleland North has eight (8) rural and urban authorities with a population size of 240 Finance Officers, Accountants, and Budget Analysts, Procurement Officers, Planning and Development Officers, Auditors, Senior Management (CFOs, CEOs, Directors of Finance, Heads of Departments). For a population of 240, the recommended sample size (using Krejcie & Morgan’s table) is 148 respondents for a 95% confidence level and 5% margin of error.

Sample Determination – Cochran’s Formula with Finite Population Correction

\[
n = \frac{N}{1 + \frac{N – 1}{n_0}}
\]

Using Cochran’s formula for population size

\[
n = \frac{Z^2 \cdot P(1 – P)}{e^2} = \frac{(1.96)^2 \cdot (0.5)(0.5)}{(0.05)^2} = 384
\]

Applying finite population correction:

\[
n = \frac{384}{1 + \frac{384 – 1}{240}} = 148
\]

To draw the sample size of 148 participants, simple random sampling was applied while ensuring representation across different local authorities using proportional allocation of respondents based on staff size per authority, and purposive sampling due to job roles. Then data was collected using surveys according to distribution in table 1 below.

Table 1: Sample Proportions / Distribution per local authority

Causality test was conducted through the regression analysis below.

\[
Y = \beta_0 + \beta_1 X + \beta_2 C + \beta_3 (X \times M) + \varepsilon
\]

Y = Implementation of the Five Case Model

X = Craft Competency

C = Control Variables (Organizational Support, Regulatory Environment)

M = Moderating Variables (Leadership, Economic Conditions)

X × M = Interaction effect (Moderation)

ε = Error term

Regression Analysis

Regression Analysis was employed as a robust analytical technique to simultaneously examine multiple interdependent relationships, providing a nuanced understanding of both the direct effects of craft competency on the implementation of the Five Case Model (FCM) and the indirect effects mediated by contextual variables. This methodological approach enabled a comprehensive assessment of causal linkages, quantifying the extent to which variations in craft competency influenced FCM execution while considering the moderating and mediating dynamics inherent in public financial management.

Independent Variable – Craft Competency

Craft competency encapsulates a multifaceted construct comprising technical proficiency, analytical acumen, domain-specific expertise, and innovative capacity, each of which plays an integral role in the effective implementation of the Five Case Model (FCM) within public financial management (Mitchell, 2019). Technical skills, assessed through self-evaluation on a Likert scale, expert appraisals, and certification attainment, serve as the foundational pillar of craft competency, enabling financial managers to navigate complex fiscal structures and execute precise financial analyses. Equally critical is problem-solving ability, which is rigorously evaluated through structured case study analyses and diagnostic problem-solving assessments, ensuring that practitioners can adeptly address fiscal challenges and optimize resource allocation within the constraints of public sector governance. Experience and expertise, quantified through years of professional engagement and the volume of successfully completed projects, further substantiate an individual’s capacity to apply theoretical knowledge in pragmatic financial decision-making contexts. Additionally, industry-specific knowledge, as evidenced by formal training records and academic qualifications, reinforces practitioners’ understanding of regulatory frameworks, fiscal policies, and sectoral best practices, thereby enhancing the precision and compliance of financial strategies. Lastly, creativity and innovation, operationalized through an innovation index encompassing novel idea implementation, patent filings, and process enhancements, constitute a crucial dimension of.

Dependent Variable – Implementation of the Five Case Model

The implementation of the Five Case Model (FCM) was rigorously assessed through a combination of document reviews, structured surveys, and quantifiable success metrics, ensuring a comprehensive evaluation of its practical efficacy within public financial management. A critical determinant of implementation effectiveness was efficiency in project planning, measured by the time required to develop business cases and the extent to which deadlines were consistently met, reflecting the capacity for streamlined financial strategy execution. Furthermore, the quality of business cases developed was subjected to expert evaluation based on predefined structured criteria, ensuring that the methodological rigor and strategic coherence of financial proposals adhered to best-practice standards.

Decision-making effectiveness was systematically gauged through Likert-scale surveys administered to key decision-makers, alongside an analysis of business case approval rates, providing empirical insight into the extent to which robust financial case formulation facilitated informed and expeditious approvals. Additionally, compliance with public sector requirements was meticulously examined through a checklist-based framework, evaluating adherence to regulatory guidelines and fiscal governance protocols, thereby reinforcing accountability and procedural integrity in financial decision-making. Lastly, successful project approval and funding was quantified by assessing the proportion of business cases that secured institutional endorsement and financial backing post-submission, serving as an unequivocal indicator of the Five Case Model’s real-world viability and its alignment with overarching public sector investment objectives. Collectively, these multidimensional metrics provided a robust analytical foundation for determining the extent to which craft competency influenced the successful operationalization of the FCM in Zimbabwe’s local government financial systems.

Moderating Variables (Influence the strength of the relationship between IV and DV)

Moderating variables included leadership style, workplace culture, and economic conditions, can significantly influence the strength of the relationship between independent and dependent variables. Leadership style may alter how organizational outcomes are impacted by employee behavior, with different approaches fostering either more collaborative or hierarchical environments (Smith & Jones, 2023). Similarly, workplace culture can either enhance or diminish the effect of management practices on performance, depending on whether the culture promotes innovation or adherence to traditional norms (Brown et al., 2022). Economic conditions also play a crucial role, as external financial factors can amplify or weaken the effects of internal organizational variables on employee productivity or organizational success (Taylor & Lee, 2021). Understanding these moderating variables was essential for contextualizing the interaction between the independent and dependent variables in a given study.

Graphical Representation

Moderating Variables (MV)

↓

Craft Competency (IV) → Implementation of the Five Case Model (DV)

↑  Control Variables (CV)

RESULTS

Descriptive Statistics

The study analyzed data from respondents across eight (8) local authorities in Matabeleland North Province which included Binga RDC, Hwange RDC, Lupane Local Board and RDC, Nkayi RDC, Tsholotsho RDC, Umguza Hwange Local Board and Municipality of Victoria Falls. The demographic distribution revealed that 67% of respondents had over five years of experience in public financial management, with 55% possessing at least a bachelor’s degree in finance or related fields. Furthermore, 48% had undergone formal training in the Five Case Model (FCM), highlighting gaps in specialized competency.

Craft Competency and Implementation of the Five Case Model

Regression analysis indicated a strong positive correlation (r = 0.72, p < 0.05) between craft competency and effective implementation of the FCM. Regression Analysis further validated that technical expertise, problem-solving ability, and financial acumen significantly predicted the quality and efficiency of business case development (β = 0.65, p < 0.01).

Hypothesis Testing and Results Interpretation

H0: Craft Competency has a positive effect on the implementation of the Five Case Model.

Regression analysis results demonstrated a strong positive correlation (r = 0.72, p < 0.05) between craft competency and effective implementation of the Five Case Model (FCM). Furthermore, craft competency significantly predicted the quality and efficiency of business case development (β=0.65, p<0.01). These findings confirm that higher levels of technical expertise, problem-solving ability, and financial acumen enhance the success of FCM implementation in public financial management. Therefore, H0 is accepted.

H1 : Organizational support, regulatory environment, and technology adoption (Control Variables) influence the relationship between craft competency and Five Case Model implementation.

The research found substantial effects from the control variables that bureaucratic rigidity and strict financial policies create significant negative effects (β= -0.41,p <0.05) on FCM implementation through the regulatory environment. The regression results do not qualify Organisational Support yet it remains essential for effective resource allocation and policy adherence. Technology adoption serves as powerful enabling factor that drives successful FCM implementation (β=0.47,p <0.05) by demonstrating how essential digital tools are for improving operational efficiency. Hence, H1 is accepted.

H2: Leadership style, workplace culture, and economic conditions (Moderating Variables) moderate the strength of the relationship between Craft Competency and Five Case Model implementation.

The regression analysis revealed significant moderating effects on transformational leadership improved the relationship between craft competency and FCM implementation (β=0.58,p<0.05) by promoting innovation and adaptive decision-making. Project approval and implementation likelihood decreased as public funding changes negatively influenced this relationship (β=0.52 ,p <0.05). The regression model does not provide a numerical analysis of Workplace Culture which nevertheless acts as a contextual factor affecting employee motivation and adaptability. The conclusion is that H2 is accepted.

SUMMARY OF FINDINGS

All three hypotheses (H0, H1, and H2) were accepted based on statistical evidence. Craft competency was found to have a direct positive effect on FCM implementation, with regulatory, technological, and organizational factors shaping its effectiveness. Additionally, leadership style and economic conditions moderated this relationship, emphasizing the complexity of competency-driven financial management in the public sector.

Implementation of the Five Case Model Metrics

• Efficiency in Project Planning – Respondents with high craft competency scored significantly higher in meeting deadlines and aligning financial cases with strategic objectives (Mean score: 4.2/5).
• Quality of Business Cases Developed – Business cases developed by individuals with greater competency were more likely to secure approval and funding (Approval rate: 79% versus 46% for low-competency cases).
• Compliance with Public Sector Requirements – 81% of high-competency practitioners ensured compliance, compared to 53% of their less-experienced counterparts.

DISCUSSION OF RESULTS

The Role of Craft Competency in Financial Decision-Making

The findings corroborate the hypothesis that craft competency significantly enhances the quality of business case formulation, aligning with prior studies (Harrison et al., 2022). Individuals with superior financial analysis skills demonstrated greater precision in forecasting, risk mitigation, and strategic alignment within public sector projects.

Impact of Moderating Variables

Leadership style emerged as a pivotal moderating variable influencing the efficacy of competency-driven financial management, with transformational leadership fostering an environment of innovation, knowledge diffusion, and strategic adaptability, thereby enhancing the effective application of the Five Case Model (FCM). Conversely, autocratic leadership structures, characterized by rigid hierarchies and centralized decision-making, stifled adaptive financial strategies, impeding the agility required for robust business case formulation and execution. Additionally, regulatory constraints presented formidable obstacles, as overly stringent compliance frameworks and bureaucratic inefficiencies significantly delayed project approvals, reinforcing existing scholarly discourse that underscores the detrimental impact of excessive administrative rigidity on public sector responsiveness.

Technological adaptation was outstandingly pointed out as a critical enabler in bridging competency deficits, with the integration of digital financial management tools, such as advanced financial modeling software, substantially enhancing analytical precision, real-time decision-making, and overall fiscal governance efficacy. The ability to harness technological advancements not only mitigated traditional inefficiencies but also reinforced the necessity of digital literacy as a foundational competency in modern financial management. However, economic volatility exerted pronounced downward pressure on project feasibility, as fluctuations in public funding streams frequently rendered even the most meticulously crafted business cases financially unviable. The unpredictability of macroeconomic conditions necessitated the exploration of alternative financing mechanisms, including public-private partnerships and contingency reserves, to circumvent the structural constraints imposed by fiscal instability. Collectively, these moderating factors underscore the complex interplay between organizational dynamics, regulatory environments, technological progress, and economic conditions in shaping the trajectory of competency-driven public financial management.

Policy and Capacity Development Implications

Given that nearly half of the respondents lacked formal training in the FCM, there is a clear need for systematic competency-building initiatives. Additionally, results highlight the necessity for a policy shift towards more adaptive and flexible financial management regulations, which could mitigate bureaucratic barriers and accelerate project approvals.

RECOMMENDATIONS

(i) Capacity Building and Training Programs

• Mandatory FCM Certification – Establish continuous professional development (CPD) programs emphasizing business case development and financial strategy execution.
• On-the-Job Training – Implement mentorship programs where senior financial managers guide junior officers in case formulation and execution.
• Public-Private Collaboration – Engage external experts to facilitate periodic workshops and case study evaluations, ensuring global best practices are integrated into local public financial management.

(ii) Regulatory and Institutional Reforms

• Streamlining Approval Processes – Simplify regulatory requirements by reducing redundant bureaucratic layers while maintaining financial accountability.
• Adaptive Policy Frameworks – Develop flexible policies that allow real-time adjustments based on economic conditions and project-specific risk assessments.

(iii) Technological Integration

• Automation of Financial Modeling – Invest in digital tools to facilitate cost-benefit analysis, risk assessment, and strategic forecasting.
• E-Governance in Financial Management: Implement centralized digital platforms for transparent budget tracking, ensuring consistency and reducing manual errors.

(iv) Strengthening Leadership in Financial Management

• Transformational Leadership Training – Conduct leadership development programs aimed at fostering adaptive and innovation-driven decision-making.
• Decentralized Decision-Making – Empower mid-level financial managers to take initiative in business case formulation without excessive top-down interference.

(v) Alternative Financing and Risk Mitigation Strategies

• Exploring Public-Private Partnerships (PPPs) – Encourage collaborative funding mechanisms to alleviate public sector financial constraints.
• Contingency Funds for Economic Shocks – Establish buffer financial reserves to accommodate economic downturns that may impact project feasibility.

CONCLUSIONS

The research underscores the pivotal role of craft competency in public financial management, with direct implications for the successful implementation of the Five Case Model. While technical expertise is fundamental, the interplay of leadership style, regulatory frameworks, and economic stability significantly moderates outcomes. Addressing competency gaps through targeted training, regulatory reforms, and technological advancements will be instrumental in enhancing the efficiency, effectiveness, and sustainability of public sector projects in Zimbabwe’s local authorities.

REFERENCES

1. HM Treasury (2018) The Green Book: Central Government Guidance on Appraisal and Evaluation. London: HM Treasury.
2. Becker, G.S. (1993) Human Capital: A Theoretical and Empirical Analysis with Special Reference to Education. 3rd ed. Chicago: University of Chicago Press.
   Bontis, N., Crossan, M. and Hulland, J. (2021) ‘The role of human capital in the development of knowledge-based organizations’. Journal of Knowledge Management, 25(3), pp. 45-63.
3. Boardman, A.E., Greenberg, D.H., Vining, A.R., and Weimer, D.L., 2021. Cost-Benefit Analysis: Concepts and Practice. 5th ed. Cambridge: Cambridge University Press.
4. Bohdanowicz, P. and Zientara, P. (2023) Sustainability and Stakeholder Theory: A Processual Perspective. Journal of Corporate Social Responsibility and Environmental Management, [online] Available at: https://www.emerald.com/insight/content/doi/10.1108/k-05-2023-0819/full/html [Accessed 22 March 2025].
5. Brown, J. & Davies, L. (2023) The strategic role of financial management in public sector performance: Challenges and opportunities. Public Sector Economics, 37(2), pp. 121-137.
6. Brown, P., Miller, S., & Thompson, J. (2022) The influence of organizational culture on employee behavior: A moderating role of leadership. Journal of Organizational Behavior, 45(2), pp. 112-130.
7. Carter, D., and Cunningham, D. (2019) Public-Private Partnerships and Procurement Strategies in Local Government. Oxford: Oxford University Press.
8. CIPFA. (2019). Key Competencies for Public Sector Finance Professionals. Chartered Institute of Public Finance and Accountancy.
9. Davis, K.W. (2016). Public Choice Theory of Organizations. In A. Farazmand (Ed.), Global Encyclopedia of Public Administration, Public Policy, and Governance.
10. De Grip, A., and Sauermann, J. (2022) ‘The economics of human capital development in the public sector’. Public Administration Review, 82(1), pp. 54-67.
11. Doolan, M., and McCune, D. (2020) Financial Management in Local Government: Challenges and Opportunities. London: Routledge.
12. Flynn, N. (2019) Public Sector Management: A Strategic Approach. 6th ed. London: Sage Publications.
13. Freeman, R. E. (2023) Stakeholder Theory, Strategy, and Organization: Past, Present, and Future. Journal of Business Ethics, [online] Available at: https://journals.sagepub.com/doi/pdf/10.1177/14761270221127628 [Accessed 22 March 2025].
14. Greenhalgh, T., Knight, M., and A’Court, C. (2020) Evaluating Social and Economic Value in Public Health: Beyond Economics. London: Routledge.
15. Harrison, P., Lee, S., & Roberts, T. (2022) Craft competency and its impact on public financial management: A framework for improvement. Journal of Public Administration, 60(4), pp. 201-218.
16. Heald, D., and Georgiou, D. (2021) Public Sector Financial Management: Theory and Practice. 4th ed. Oxford: Oxford University Press.
17. Hodge, G. A., and Greve, C. (2011) Public-Private Partnerships: Theoretical Framework, Empirical Evidence, and Research Directions. Public Administration Review, 71(2), pp. 247-258. [online] Available at: https://trepo.tuni.fi/bitstream/handle/10024/82844/gradu05317.pdf?utm_source=chatgpt.com [Accessed 22 March 2025].
18. International Federation of Accountants (2019) Key Competencies for Public Finance Professionals Responding to Today’s Challenges.
19. Kokkinaki, A. & Chatzoglou, P. (2025) A Data-Driven Assessment of Redesign Initiatives in Financial Management: Evidence from the Greek Public Sector. Information, 16(3), 179. https://doi.org/10.3390/info16030179
20. Latham, M. (2017) Constructing the Team: A Review of Procurement and Contractual Arrangements in the UK Construction Industry. London: HMSO.
21. Management Concepts. (2021) 8 Competencies Federal Financial Management Professionals Should Strive For.
22. Mitchell, G. (2019) Public Sector Financial Management: A Practitioner’s Guide. Oxford University Press.
23. National Association of County and City Health Officials. (2015). Public Health Financial Management Competencies.
24. NHS England (2013) Green Book Guidance on Public Sector Business Cases Using the Five Case Model.
25. OECD (2021) United Kingdom – Five Case Model.
26. Office of Financial Management (2020) Skill and Ability Competencies.
27. Pinder, D., and Parnell, R. (2018) Strategic Management in Local Government: A Case-Study Approach. New York: Routledge.
28. Smith, A. & Jones, R. (2023) Leadership style and its effect on organizational performance: A moderating analysis. Leadership & Management Review, 39(4), pp. 210-225.
29. Taylor, H. & Lee, K. (2021) Economic conditions as a moderating variable in organizational performance. Journal of Economic and Business Studies, 58(1), pp. 45-60.
30. Transport Scotland. (2016) Guidance on the Development of Business Cases: The Five Case Model. Edinburgh: Transport Scotland.
31. Walker, H. (2021) Project Governance in Local Authorities: Best Practices for Success. London: Palgrave Macmillan.
32. Williams, J. (2020) Monitoring and Evaluation in Public Sector Projects: Theory and Practice. 2nd ed. London: Sage Publications.
33. Wilson, A. & Taylor, M. (2024) Implementing the Five Case Model in government projects: Overcoming barriers in public sector financial management. International Journal of Public Finance, 49(1), pp. 45-63.
34. World Bank (2013) Public Sector Business Cases Using the Five Case Model: A Toolkit. Washington, D.C.: World Bank.
35. Xie, L., Tan, Z., and Zhang, Z. (2022) Public-Private Partnerships in Smart Cities: A Critical Survey and Future Research Directions. Journal of Engineering Research and Application. [online] Available at: https://www.sciencedirect.com/science/article/pii/S1877916622000522 [Accessed 22 March 2025].

SURVEY

Craft Competency and Implementation of the Five Case Model in Local Authorities

Section A: Demographic Information

1. What is your current role in the local authority?

Ο Senior Manager

Ο Financial Officer

Ο Project Manager

Ο Other (Please specify) ___________

2. How many years of experience do you have in public financial management?

Ο Less than 2 years

Ο 2-5 years

Ο 6-10 years

Ο More than 10 years

3. What is your highest educational qualification?

Ο Diploma

Ο Bachelor’s Degree

Ο Master’s Degree

Ο Doctorate

4. Have you received any formal training in the Five Case Model?

Ο Yes

Ο No

Section B: Craft Competency

Technical Skills

On a scale of 1 to 5, rate your level of agreement with the following statements (1 = Strongly Disagree, 5 = Strongly Agree)

Problem-Solving Ability

Experience and Expertise

Industry-Specific Knowledge

Creativity and Innovation

Section C: Implementation of the Five Case Model

Quality of Business Cases Developed

Efficiency in Project Planning

Decision-Making Effectiveness

Compliance with Public Sector Requirements

Successful Project Approval and Funding

Section D: Control and Moderating Environments

Organizational Support

Regulatory Environment

Technological Adoption

Stakeholder Engagement

Moderating Variables

The End