Introduction Of Performance Measures Research Articles

Budget transparency innovation in the Czech local government

Abstract Budget transparency innovations bring new extent and forms of transparency. The aim of the article is to explore the diffusion of budget explorers, that is, a budget transparency innovation extremely popular in the Czech Republic, and to evaluate their impact on voluntary budget information disclosed. Careful mapping of the diffusion using a survey of budget explores in 72 former Czech district towns and media analysis shows that the key success factor was its convenience for politicians, as it is attractive, easy to implement and up-to-date demonstration of their transparency. Budget explorers are nowadays a standard extension to accounting software, and their usage is evaluated in several government transparency competitions. The major benefit of the budget explorers is that they made for the first time publicly available detailed public financial information, changed the standard of best practice and drew some public attention. At the same time, they, unfortunately, narrowed the scope of the budget transparency debate by omitting the importance of the draft budget and introduction of performance measurement.

An Empirical Assessment of Performance Measurement & Management of the Public Sector by Way of the NPM Tools: A Review of the Public Sector of Czech Republic

Czech Republic’s 2017 economic indicators gave quite significant performance and also showed resilience with consistency and prudence in its monetary policies within its inflation targeting framework. This performance could be attributed to prudent economic factors and also due to a combined relatively tight monetary policy and also accommodating fiscal policy measures. (IMF country Report Oct. 2017). In spite of all these positive macroeconomic indicators one cannot overlook the role played by measuring and managing performance within the country’s public sector. It is worthy to know that the introduction of Performance measurement as well as management within the public sector is a way to ensure transparency, Efficiency and Effectiveness in making decision that will inure to the benefit of the public sector in terms of using public funds to boost performance in the economy. This notwithstanding the picture is quite different in terms of its practice thus striking several impediments defining performance, identifying suitable indicators as well as implementing a performance management system. It is however noteworthy that the challenge is still present as of today i.e. identifying the most suitable modules for measuring and managing performance within the public sector so as not to come up with a speculative behavior of managers within the public sector of global economies. We are by this paper seeking to present the modules employed in measuring performance within the public sector of the Czech Republic as well as other drawbacks generated by these modules. We further do an assessment of the perverse effects measuring performance have on the public sector, since its knowledge will be useful in building an optimal system for measuring and managing performance. We will also do a critical review of the New Public Management (NPM) considered by many as a paradigm shift in public administration which points out the failures and or the limitations of public sector overtime and the associated problems, its nature and processes. We will also do a further assessment of some of the criticism of the NPM doctrine from the political point of view in other transitional countries and finally hypothesize the way by which these systems are employed depending on the characteristics of its activities especially in terms of contractibility, which is considered a broad construct incorporating clarity of goals, its ability to select undistorted performance metrics, and the degree by which public sector managers appreciate and control its transformational process.

Measuring outputs, neglecting outcomes: The Auditor General’s role in SAPS performance assessments

Performance monitoring, often based on the use of performance indicators, has become a central aspect of the work of government departments in South Africa. Even though the South African Police Service (SAPS) is regarded as one of the leading government departments in the use of performance monitoring systems, it does not use performance information in a critical enough manner, particularly given the risk that the introduction of performance measures will lead to perverse incentives. Given that the SAPS is one of the largest police services in the world, the centralised reporting on organisational performance in the annual report is ineffective. It obscures much more than it reveals about what is being achieved by the organisation. Since 2005 the Auditor General of South Africa has been phasing in a ‘predetermined objectives’ audit that involves checking on the reliability of the performance information presented by the SAPS. Though he has limited capacity to do so, the AG also carries out what are called ‘performance audits’, that involve deeper and more focused scrutiny of the functioning of government departments. A 2008-09 performance audit on service delivery at police stations and 10111 call centres highlights the type of scrutiny that the SAPS needs to be subjected to if information on its performance is to become more meaningful.

The discretionary use of performance information by different local government actors – analysing and comparing the predictive power of three factor sets

In recent years, empirical research on performance information use has gained momentum, but quantitative studies, which include different actor groups, are less widespread. Building on prior research within this field, our study offers insights into various antecedents for performance information use – including individual, performance-measurement-specific, and organizational context factors. By applying a quantitative survey of different actor groups at the local government level in Austria, we draw a picture of different user profiles for mayors with administrative authority, chief officials and chief financial officials. Hence, we are able to confirm findings from former studies with other national backgrounds and contribute to a better understanding regarding some new individual aspects influencing discretionary performance information use in a strategy formulation context. Points for practitioners It is important to gather insights on the factors driving performance information use, as the latter is a crucial indicator for whether the introduction of performance measurement is worth the effort. Moreover, the results show that the performance information use intensity of mayors, chief officials and chief financial officials is driven by different factors. The study not only contributes to a better understanding of performance measurement utilization in general, but also points to the existence of different user profiles, therefore offering implications for the development of performance management implementation strategies.

Potential Overtreatment and Undertreatment of Diabetes in Different Patient Age Groups in Primary Care After the Introduction of Performance Measures

To assess whether after the introduction of diabetes performance measures decreases in undertreatment correspond with increases in overtreatment for blood pressure (BP) and glycemic control in different patient age groups. We conducted a cohort study using data from the Groningen Initiative to Analyse Type 2 Diabetes Treatment (GIANTT) database. General practices were included when data were available from 1 year before to at least 1 year after the introduction of diabetes performance measures. Included patients had a confirmed diagnosis of type 2 diabetes. Potential overtreatment was defined as prescribing maximum treatment or a treatment intensification to patients with a sustained low-risk factor level. Potential undertreatment was defined as a lack of treatment intensification in patients with a sustained high-risk factor level. Percentages of over- and undertreated patients at baseline were compared with those in subsequent years, and stratified analyses were performed for different patient age groups. For BP, undertreatment significantly decreased from 61 to 57% in the first year after the introduction of performance measures. In patients >75 years of age, undertreatment decreased from 65 to ∼61%. Overtreatment was relatively stable (∼16%). For glycemic control, undertreatment significantly increased from 49 to 53%, and overtreatment remained relatively stable (∼7%). The improvement of BP undertreatment after introduction of the performance measures did not correspond with an increase in overtreatment. The performance measures appeared to have little impact on improving glucose-regulating treatment. The trends did not differ among patient age groups.

Principals with and without performance measures means no change?

Purpose– This paper seeks to explore how principals use their time when the requirement exceeds the activities are desirable. In the scholarly debate it has been pointed out the heads think that too much time is devoted for the financial and administrative issues, or to solve acute problems. This means that there is not enough time to work with educational issues. The purpose of this paper is to clarify how principals use the time they have devoted for the educational area and what activities they prioritize. It will also increase the knowledge of reasons behind their prioritizing and reflect on some of the consequences. Results relate to the question if introduction of performance measures has increased a short-term perspective on student performance or if it works as a suitable tool for the principals to achieve the schools goals and to create more effective schools in the long run. The question if stakeholders can get required insight by the performance measures as they are designed today and if the principals got the right incentives is raised.Design/methodology/approach– A quantitative approach is used and a mail questionnaire was distributed to the principals in all upper secondary schools in Sweden and a comparative cross-sectional study was conducted.Findings– Principals’ perceptions suggest that, their prioritization when working with educational issues is influenced by a more short-term perspective and that they prioritize teaching, which have a much faster impact on student outcome, over long-term school development which facilitate the conditions for the former. These findings increase the insight into the need, for as well stakeholders as principals, to develop performance measures to stimulate change when needed.Practical implications– These findings have implications on the direction of the development of performance measures. The result points out the lack of transparence for stakeholders and uncovers the need to know when change and long-term development is ongoing or not. The study show how principals need incentives for prioritizing these activities and that this can be done by the stakeholder by designing required measurements for as well teaching as long-term school development when change is needed or to maintain a successful process.Originality/value– This paper fulfills an identified need to study how the performance measures of today can be complemented with measures for stakeholders for increased insight in ongoing activities with development and required change for long-term school success.

PS14 - 2. Potential overtreatment and undertreatment of diabetes in primary care after the introduction of performance measures

Performance measures have been implemented in General Practice (GP) to improve the quality of diabetes care, focusing on decreasing undertreatment of risk factors. Recently, the use of strict targets for blood pressure (BP) and glycemic control has been debated, in particular for aged patients. In addition, concerns have been raised about potential overtreatment which may be stimulated by the introduction of performance measures.

The Need for Performance Measures on Testing for Latent Tuberculosis Infection in Primary Care

The millions of people living in the United States with latent tuberculosis infection (LTBI) represent a reservoir of potentially active tuberculosis (TB) disease. When LTBI is left to activate, the consequences may include intense suffering, permanent disability, and high economic costs for patients, their caretakers, and society at large as TB spreads. The introduction of performance measures would improve accountability for quality of care and to reduce disparities, especially if the measures are group-targeted. One National Quality Forum-endorsed measure (#0408) calculates the rate of TB screening in persons with HIV. Using the measure as a model, a set of performance measures is proposed. Denominators will include all persons in a given high-risk category, and numerators will include those persons from the denominators with LTBI test results. National guidelines informed appropriate exclusions. Challenges to implementation include lack of TB knowledge among primary care providers, potential for overwhelming already burdened schedules, and stigma associated with TB. However, the new measures, along with publication of educational resources, would raise clinicians' awareness. Short checklists and electronic supports would minimize time pressures. The routinization of screening would help reduce stigma. Finally, new federal funding and political will for electronic health records would facilitate data collection and impact assessment. TB sits at the crossroads of health and economic inequity and is a huge public health problem. The proposed performance measures will address a neglected secondary prevention opportunity and will be consistent with national priorities and health reform.

Managing Performance at Local Government Level: The Cases of the City of Brisbane and the City of Melbourne

Local governments have been involved in a continuous reform process during recent decades. In many cases, this process has focused on the introduction of performance measurement and management. Reforms have evolved from the mere use of indicators to integrated management systems. In this article, the Balanced Scorecard, a system designed to answer the need for integrated management systems, is used as the framework to analyse how local governments have managed the use of performance management systems. The demands for better public performance, for greater customer focus, for enhanced decision‐making and for increased responsiveness have an important role in the design of performance management systems. In addition, a perceived crisis in the area of management can act as catalyst for the implementation.

Strategic implementation: a comparison of three methodologies

Abstract This paper presents the outcomes of a live consultancy project. Since the introduction of performance measures, much of the public sector has found itself having to change. It must find a way to introduce effective change to achieve the targets it is set. The quasi‐experimental empirical study was structured around three models of change: Strategic Information Systems, Theory of Constraints, and Organizational Development. Each model was used to achieve three separate changes in a district hospital in the North West of England. The conclusions from the research suggest that the theory of constraints (TOC) has all the components necessary to achieve effective change. It copes well with the public sector culture, especially in negotiating and overcoming resistance to change. Copyright © 2006 John Wiley & Sons, Ltd.

Standards for Child and Adolescent Immunization Practices

Standards for Child and Adolescent Immunization Practices

Governance and Risk Management: The Challenge of Accountability, Transparency and Social Responsibility

The introduction of performance measurement to the public sector cannot be separated from two other developments. First, the growing mistrust of the public in government use of tax resources. These sentiments resemble the attitudes of the Principal towards the Agent in the presence of Agency relation. Second, the paradigm shift from “governing” to “gover-nance” where the state must delegate or allow other public and private entities to carry out certain functions that used to be part of central government responsibilities. This paper points out that as a result of this shift to governance due attention must be given to risk management not only by government but also by other participants in the governing process. Paying such attention is consistent with the challenge of governments to meet the desired norms of account-ability, transparency and social Responsibility.

L'intérêt des indicateurs de performancedans la gestion des services d'eau et d'assainissement

In France, the fields of water and sewerage services have undergone great change over the past twenty years. It is now obvious that the operator, either public or private, has to account for his activity and has to fulfil his commitment, not only in terms of price, but also in terms of the content of the service. The reinforcement of regulation and transparency is all the more important in France because the price increase has been badly accepted by the users. This article reviews the possible introduction of performance measurement by indicators in the water services and underlines the prospect and the current applications in France, notably for the regulation involving local authorities.

The Long March from Evaluation to Accreditation: Quebec’s New “Government Management Framework”

Abstract: This article argues that the introduction of performance measurement should be seen as part of a larger trend towards the accreditation of public agencies and private business organizations. Because of its obvious similarities with accreditation, performance measurement in central government ministries can be assessed by examining the effects of accreditation in those areas where it has already been introduced. Accreditation systems are often seen as more realistic alternatives to program evaluation. In Quebec, for example, junior colleges have long been subject to a system of program evaluation administered by the Commission d’évaluation de l’enseignement collégial (CÉEC). The CÉEC has recently announced that it will abandon the field of program evaluation, in order to engage in a new form of “institutional evaluation.” This was done at the explicit request of the Federation of Junior Colleges, which has long been opposed to the system of program evaluation administered by the CÉEC. The junior colleges, or CÉGEPs (Collèges d’enseignement général et professionnel), see accreditation as a way of reducing competition among junior colleges. They argue that the CÉEC should help the colleges improve their performance, but should refrain from distinguishing between good performance and bad performance. When a college cannot meet the accreditation requirements, the accreditation process should be suspended. Viewed in this light, systems of accreditation and performance measurement can be seen as tools for reducing the accountability of public agencies to government and to public opinion. Whereas program evaluation assumes the possibility of public debate about programs being evaluated, accreditation ensures that the information necessary for public debate will be kept confidential.