Improving Performance : Foundations of Systemic Performance

At its heart, a performance orientation in the public sector is a predisposition to make promises and an ability to deliver them. Some of the key ideas behind this are: 1) responsiveness - reducing the time lag between changed political priorities and corresponding public policy actions; 2) measurement - the quantification of outputs (and occasionally outcomes); 3) managerialism - the relaxation of the enforced consistency in procedures to move towards flexibility with accountability in order to improve efficiency. It is often seen purely as an import from the private sector, but in fact there have always been areas of managerialism within the public sector. Using these ideas, this note describes some of the key technical foundations necessary for moving towards a performance orientation and outlines a pragmatic approach for improving performance, highlighting the part played by changing performance arrangements for senior management.

Bibliographic Details

Main Author:	Manning, Nick
Language:	English
Published:	World Bank, Washington, DC 2010-02
Subjects:	ACCESS TO SERVICES, ACCOUNTABILITY, ACCOUNTABILITY ARRANGEMENTS, ACCOUNTING, ADMINISTRATIVE CULTURE, ADMINISTRATIVE REFORMS, AGGREGATE BUDGET, AGGREGATE FISCAL, ANNUAL BUDGET, ANNUAL FINANCIAL STATEMENTS, ARREARS, ASSESSMENT OF PERFORMANCE, ASSET MANAGEMENT, BORROWING, BUDGET ALLOCATIONS, BUDGET CLASSIFICATION, BUDGET DEFICITS, BUDGET EXECUTION, BUDGET MONITORING, BUDGET PLANNING, BUDGET PREPARATION, BUDGET PROCESS, BUDGET PROPOSAL, BUDGET REFORM, BUDGETARY DECISION, BUDGETARY NEGOTIATIONS, BUDGETING PROCESS, BUSINESS PLAN, CASH BALANCES, CASH CONTROLS, CIVIL SERVANTS, CREDIBILITY, DEBT, DECISION-MAKING, DONOR ASSISTANCE, ENTITLEMENTS, EXPENDITURE CONTROLS, EXPENDITURE FRAMEWORKS, EXPENDITURES, EXTERNAL AUDIT, EXTERNAL AUDITS, FINANCIAL ACCOUNTABILITY, FINANCIAL INFORMATION, FINANCIAL MANAGEMENT, FINANCIAL MANAGEMENT INFORMATION, FINANCIAL MANAGEMENT INFORMATION SYSTEMS, FINANCIAL PERFORMANCE, FINANCIAL REPORTING, FISCAL CONTROL, FISCAL REFORMS, FISCAL RESPONSIBILITY, FISCAL RISK, GOVERNMENT BORROWING, GOVERNMENT EMPLOYEES, GOVERNMENT PERFORMANCE, HARD BUDGET CONSTRAINTS, HUMAN RESOURCE, HUMAN RESOURCES, INSTITUTION, INSTRUMENT, INTERNAL AUDIT, INTERNAL CONTROL, INTERNAL CONTROLS, INTERNAL PROCESSES, MACROECONOMIC STABILITY, MANAGEMENT AUTHORITY, MANAGING PUBLIC EXPENDITURE, MEDIUM-TERM FISCAL FRAMEWORK, MEMBER COUNTRIES, MINISTRY OF FINANCE, MISSING ELEMENT, MONITORING ARRANGEMENTS, MUNICIPALITIES, OMBUDSMAN, ONE-STOP SHOPS, ORGANIZATIONAL PERFORMANCE, OUTPUTS, PERFORMANCE AGREEMENTS, PERFORMANCE ASSESSMENT, PERFORMANCE ASSESSMENTS, PERFORMANCE EVALUATIONS, PERFORMANCE INDICATORS, PERFORMANCE INFORMATION, PERFORMANCE MANAGEMENT, PERFORMANCE MANAGEMENT SYSTEM, PERFORMANCE MEASUREMENT, PERFORMANCE MEASURES, PERFORMANCE ORIENTATION, PERFORMANCE PLAN, PERFORMANCE REPORTING, POLITICAL AUTHORITY, POLITICAL CONTROL, POLITICIANS, PRIVATE SECTOR, PROCUREMENT, PROGRAM BUDGETING, PROGRAM EVALUATIONS, PROGRAM STRUCTURE, PROGRAMS, PUBLIC, PUBLIC ADMINISTRATION, PUBLIC EMPLOYMENT, PUBLIC EXPENDITURE, PUBLIC EXPENDITURE MANAGEMENT, PUBLIC FINANCIAL MANAGEMENT, PUBLIC MANAGEMENT, PUBLIC SECTOR, PUBLIC SECTOR PERFORMANCE, PUBLIC SERVANTS, PUBLIC SERVICE, REALLOCATIONS, RECURRENT EXPENDITURES, RESOURCE ALLOCATION, RESOURCE MANAGEMENT, RESULTS, RETURN, RISK MANAGEMENT, SALARY PAYMENTS, SERVICE DELIVERY, SET OF STANDARDS, STATED OBJECTIVE, SUBNATIONAL GOVERNMENTS, TARGET SETTING, TARGETS, TRANSITION COUNTRIES, TRANSPARENCY, TREASURY,
Online Access:	http://documents.worldbank.org/curated/en/2010/02/11938083/improving-performance-foundations-systemic-performance https://hdl.handle.net/10986/10508
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