Submitted by rgordon on Mon, 10/22/2018 - 12:34
However, the diversity that exists among nations and their governments tends to obscure three key facts. First, many of the problems involved in managing government are a result of a few underlying causes. Second, the underlying causes of poor government performance are similar in nature across a diverse set of countries. Third, countries have successfully dealt with these (few) underlying causes using remarkably similar approaches. Viewed in this light, the challenge of government performance management appears more manageable.
Submitted by rgordon on Tue, 06/05/2018 - 14:44
Often leaders assume that if they create a good performance management system it will be recognized and appreciated by voters for what it is worth and their popularity will go up. Alas, the causal relationship between the creation of a performance management system in the government and perceptions about the performance of the government is not as straightforward as it may seem.
Measuring the Gap between Perception and Reality
Submitted by rgordon on Tue, 04/17/2018 - 10:39
First, as argued in an earlier column, there is a big difference between comprehensive, whole-of-government approaches (budgeting, performance budgeting, outcome-budgeting and performance agreements) and partial approaches to performance improvement (ISO 9000, Lean Sigma, etc.). Partial approaches are akin to arranging chairs on the deck of Titanic. In a dysfunctional system, looking for pockets of excellence is a futile exercise.
Submitted by cmasingo on Fri, 12/22/2017 - 15:03
In a three-part blog series, I will outline a path that I proposed at a UN-sponsored meeting in Switzerland this past April. This first blog deals with the imperative of converting SDG vision into action and highlights the conspicuous absence of implementation mechanisms in the SDG discussions.
Submitted by cmasingo on Fri, 12/22/2017 - 14:57
This is the second in a series of blogs that outline a path that I proposed at a UN-sponsored meeting in Switzerland this past April.
Submitted by cmasingo on Fri, 12/22/2017 - 14:53
This is the third and last in a series of blogs (read the first and second blogs) that outline a path that I proposed at a UN-sponsored meeting in Switzerland this past April.
How Can Countries Make and Document Progress Toward Multi-National Sustainable Development Goals?
Submitted by cmasingo on Fri, 12/22/2017 - 10:20
Increasingly, Supreme Audit Institutions in most countries (e.g., the US Government Accountability Office, the UK’s National Audit Office) are allocating a greater share of their resources in order to conduct Performance Audits of government entities. Yet serious academic work examining the methodological foundations of Performance Auditing is conspicuous by its absence in the extant literature on Performance Auditing. In what follows, I will argue that it is time to rethink the Performance Audit Methodology and offer a possible way forward.
Submitted by cmasingo on Thu, 12/21/2017 - 14:42
Partial approaches are akin to arranging chairs on the deck of the Titanic. In a dysfunctional system, looking for pockets of excellence is a futile exercise. In many cases, you can get temporary results by focusing on some part of the organization or even some government departments, but you can be sure, just like a waterbed, that the inefficiency has travelled to another part that is currently not under scrutiny. Therefore, I have long argued that governments must have an integrated performance measurement system.
Submitted by cmasingo on Thu, 12/21/2017 - 10:52
Most “Government Performance Management Systems” suffer from serious conceptual flaws that have regularly proven to be fatal. For example, often there are no consequences for “good” or “bad” performance in government. Thus, even a good performance measurement system is a waste of time. In addition, performance measurement systems in government lack: (a) upfront prioritization of goals and objectives; (b) upfront agreement on how to judge deviation from targets; and (c) focus on the whole of organization.
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