Abstract
In an era characterised by fiscal stress in the post-global recession era, clichés such as ‘bang for the buck’ are commonplace. Governments are under increasing pressure to spend limited public resources in efficient and effective ways. Efficient and effective governments are a necessary, though not sufficient, condition for economic development. Hence, governments have adopted performance-improving interventions such as New Public Management. Botswana jumped into the bandwagon of public sector reforms in the 1990s through interventions such as Performance-based Management Systems. The focus was almost entirely on performance enhancement to the neglect of performance measurement through a result-based Monitoring and Evaluation (M&E) framework. However, in 2009, the government decided to mainstream M&E into the development planning regime. Since the M&E tool is still in draft form, Botswana is very favourably circumstanced to learn from others. Meanwhile essentials to do are: attitudinal change, shared vision on M&E, stakeholder management and demand and use of M&E information by policy-makers such as Members of Parliament.
Highlights
Governments are purposive organisations; they have strategies, visions, missions, goals, and objectives
This is the gap in the literature and, this paper aims to add to the burgeoning literature on government performance measurement in Botswana
While there is no universally agreed upon results-based Monitoring and Evaluation (M&E) framework, existing frameworks are built around the 3 Es of management and linking inputs, outputs, outcomes and impacts of government interventions
Summary
Governments are purposive organisations; they have strategies, visions, missions, goals, and objectives. Given impassioned debates that the subject of government performance measurement elicits among academics and practitioners, it is important that the subject be given sufficient attention in the literature This is so in countries where there is a dearth of literature on the subject such as Botswana in exception to some of the following; DPSM (2009), Dzimbiri (2008), Marobela (2005), Mothusi (2009), Mpabanga (2009) and Nkhwa (2010), nothing has been written on government performance management in Botswana. It reviews the literature on the impetus for government performance (public sector reforms).
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