Performance management for better service delivery in local

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Performance management for better service delivery in local

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Performance management for better service delivery in local

  1. 1. Performance Management for Better Service Delivery in Local Government Good Practice from the Commonwealth & International Development Philip D. Osei
  2. 2. Outline <ul><li>Evolution of a culture of performance in international public management. </li></ul><ul><li>Lesson learning and policy transfer </li></ul><ul><li>Process issues </li></ul><ul><li>Management and institutionalisation issues. </li></ul><ul><li>Challenges </li></ul><ul><li>Ways forward </li></ul>
  3. 8. Process steps <ul><li>Create a conceptual framework for performance measurement </li></ul><ul><li>Conduct a ‘service inventory’ </li></ul><ul><li>Identify intents, goals and indicators </li></ul><ul><li>Devise analysing and reporting systems </li></ul>
  4. 9. Management Steps <ul><li>Build a performance team and communication networks </li></ul><ul><li>Build ownership and commitment </li></ul><ul><li>Assign accountability </li></ul><ul><li>Use performance data in service delivery decision-making </li></ul>
  5. 10. Create a conceptual framework for performance measurement <ul><li>Performance measurement is the first step towards knowing how well a local government provides its services. </li></ul><ul><li>In order to measure the correct key services, measurements have to look at the city’s strategic plan, vision and mission, and take into account budget information. </li></ul>
  6. 11. Conduct a ‘service inventory’ <ul><li>At the start of any performance measurement initiative it is necessary to know which services to measure. The city of Tempe in Arizona USA is said to have developed a a useful template of city services from the perspective of users, called a ‘service inventory’. This made the definition of key services which are important to customers therefore became considerably easier. </li></ul>
  7. 12. Identify intents, goals and indicators <ul><li>After identifying the key services to be measured, departments should formulate the intents and goals of each service. Devising indicators which will gauge how well the local government performs in relation to set goals, and specifying methods of data collection conclude the process of measurement planning. </li></ul>
  8. 13. Devise analysing and reporting systems <ul><li>The key performance measurement phase, which is the phase which stimulates service improvements, is the analysis and reporting of the collected performance data to decision-makers. Information processed in this phase provides management and elected officials with a foundation for deciding which services are performing well and which need improvement. </li></ul>
  9. 14. MANAGEMENT STEPS
  10. 15. Build a performance team and communication networks <ul><li>Only if the concept of performance measurement permeates through the whole organisation can it be successful. Involving employees, stakeholders and customers in planning the system is the first step to building their trust and commitment in the implementation phases. Regular, open and accessible communication channels support the system throughout its lifecycle and ensure that deficiencies are communicated early. </li></ul>
  11. 16. Build Ownership and Commitment <ul><li>Ownership and commitment relate closely to inclusion and communication. Because the key pressures of real measuring rest with the employees, it is vital that they believe in its benefits to themselves, to the organisation and to the customer. </li></ul>
  12. 17. Assign Accountability <ul><li>Clear accountability represents a kind of system insurance, ensuring that measurement is properly conducted and results are properly reported. It is unadvisable to leave all accountability to rest on top management; on the contrary, dividing it proportionally among management levels may help to prevent late revelation of possible system challenges. </li></ul>
  13. 18. Use performance data in service delivery decision-making <ul><li>Integral use of performance information lies in making decisions about which services are underperforming and need more attention. While a synthesis with other kinds of information is needed to establish ‘why’ a service is not performing, measurement data are the necessary foundation. </li></ul>
  14. 19. Lessons <ul><li>It is thought that performance management and its variants have been used in business for a long time, and since the advent of NPM, central governments have taken advantage of these technologies. Local Government has been slow to adopt these efficiency enhancing techniques to improve service delivery. Local governments are therefore being urged to be innovative. </li></ul>
  15. 20. References <ul><li>Dienerova, Katarina and Alam, Munawwar (2006) Performance Management and performance indicators in local government. In Alam, Munawwar and Nickson, Andrew (eds.) (2006) Managing Change in Local Governance. London: Commonwealth Secretariat. </li></ul><ul><li>OECD Policy Brief, 2004, Public Sector Modernisation: Governing for Performance. Paris: OECD. October. www.oecd.org/publications/policy_brief. </li></ul>

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