Publication: Improving Performance : Foundations of Systemic Performance
Date
2010-02
ISSN
Published
2010-02
Author(s)
Abstract
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.
Citation
“Manning, Nick. 2010. Improving Performance : Foundations of Systemic Performance. Global Expert Team (GET) Brief. © World Bank, Washington, DC. http://openknowledge.worldbank.org/entities/publication/9733300a-9216-5d8b-8edc-d43eb7f89509 License: CC BY 3.0 IGO.”