Manning, Nick2012-08-132012-08-132010-02https://hdl.handle.net/10986/10508At 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.CC BY 3.0 IGOACCESS TO SERVICESACCOUNTABILITYACCOUNTABILITY ARRANGEMENTSACCOUNTINGADMINISTRATIVE CULTUREADMINISTRATIVE REFORMSAGGREGATE BUDGETAGGREGATE FISCALANNUAL BUDGETANNUAL FINANCIAL STATEMENTSARREARSASSESSMENT OF PERFORMANCEASSET MANAGEMENTBORROWINGBUDGET ALLOCATIONSBUDGET CLASSIFICATIONBUDGET DEFICITSBUDGET EXECUTIONBUDGET MONITORINGBUDGET PLANNINGBUDGET PREPARATIONBUDGET PROCESSBUDGET PROPOSALBUDGET REFORMBUDGETARY DECISIONBUDGETARY NEGOTIATIONSBUDGETING PROCESSBUSINESS PLANCASH BALANCESCASH CONTROLSCIVIL SERVANTSCREDIBILITYDEBTDECISION-MAKINGDONOR ASSISTANCEENTITLEMENTSEXPENDITURE CONTROLSEXPENDITURE FRAMEWORKSEXPENDITURESEXTERNAL AUDITEXTERNAL AUDITSFINANCIAL ACCOUNTABILITYFINANCIAL INFORMATIONFINANCIAL MANAGEMENTFINANCIAL MANAGEMENT INFORMATIONFINANCIAL MANAGEMENT INFORMATION SYSTEMSFINANCIAL PERFORMANCEFINANCIAL REPORTINGFISCAL CONTROLFISCAL REFORMSFISCAL RESPONSIBILITYFISCAL RISKGOVERNMENT BORROWINGGOVERNMENT EMPLOYEESGOVERNMENT PERFORMANCEHARD BUDGET CONSTRAINTSHUMAN RESOURCEHUMAN RESOURCESINSTITUTIONINSTRUMENTINTERNAL AUDITINTERNAL CONTROLINTERNAL CONTROLSINTERNAL PROCESSESMACROECONOMIC STABILITYMANAGEMENT AUTHORITYMANAGING PUBLIC EXPENDITUREMEDIUM-TERM FISCAL FRAMEWORKMEMBER COUNTRIESMINISTRY OF FINANCEMISSING ELEMENTMONITORING ARRANGEMENTSMUNICIPALITIESOMBUDSMANONE-STOP SHOPSORGANIZATIONAL PERFORMANCEOUTPUTSPERFORMANCE AGREEMENTSPERFORMANCE ASSESSMENTPERFORMANCE ASSESSMENTSPERFORMANCE EVALUATIONSPERFORMANCE INDICATORSPERFORMANCE INFORMATIONPERFORMANCE MANAGEMENTPERFORMANCE MANAGEMENT SYSTEMPERFORMANCE MEASUREMENTPERFORMANCE MEASURESPERFORMANCE ORIENTATIONPERFORMANCE PLANPERFORMANCE REPORTINGPOLITICAL AUTHORITYPOLITICAL CONTROLPOLITICIANSPRIVATE SECTORPROCUREMENTPROGRAM BUDGETINGPROGRAM EVALUATIONSPROGRAM STRUCTUREPROGRAMSPUBLICPUBLIC ADMINISTRATIONPUBLIC EMPLOYMENTPUBLIC EXPENDITUREPUBLIC EXPENDITURE MANAGEMENTPUBLIC FINANCIAL MANAGEMENTPUBLIC MANAGEMENTPUBLIC SECTORPUBLIC SECTOR PERFORMANCEPUBLIC SERVANTSPUBLIC SERVICEREALLOCATIONSRECURRENT EXPENDITURESRESOURCE ALLOCATIONRESOURCE MANAGEMENTRESULTSRETURNRISK MANAGEMENTSALARY PAYMENTSSERVICE DELIVERYSET OF STANDARDSSTATED OBJECTIVESUBNATIONAL GOVERNMENTSTARGET SETTINGTARGETSTRANSITION COUNTRIESTRANSPARENCYTREASURYWorld Bank10.1596/10508