Workshop 1 report: Innovations in Service Delivery and Performance Management

2016 ◽  
Vol 59 ◽  
pp. 7-10 ◽  
Author(s):  
Graham Currie ◽  
Rico Merkert
Keyword(s):  
Service Delivery ◽  
Performance Management ◽  
And Performance

The Importance of Oversight and Agency Capacity in Enhancing Performance in Public Service Delivery

2020 ◽  
Author(s):  
Cody A Drolc ◽  
Lael R Keiser
Keyword(s):  
Service Delivery ◽  
Performance Management ◽  
Fixed Effects ◽  
Poor Performance ◽  
Central Component ◽  
State Agencies ◽  
Public Programs ◽  
And Performance ◽  
Fixed Effects Regression ◽  
Social Security Disability

Abstract Government agencies often encounter problems in service delivery when implementing public programs. This undermines effectiveness and raise questions about accountability. A central component of responsiveness and performance management is that agencies correct course when problems are identified. However, public agencies have an uneven record in responding to problems. In this paper we investigate whether, and to what extent, capacity both within the agency and within institutions performing oversight, improves agency responsiveness to poor performance indicators. Using panel data on eligibility determinations in the Social Security Disability program from U.S. state agencies from 1991-2015 and fixed effects regression, we find that indicators of agency and oversight capacity moderate the relationship between poor performance and improvement. Our results suggest that investments in building capacity not only within agencies, but also within elected institutions, are important for successful policy implementation. However, we find evidence that while agency capacity alone can improve responsiveness to poor performance, the effect of oversight capacity on improving performance requires high agency capacity.

scholarly journals Navigation of Innovative Management in the Local Spheres of Government in South Africa – An Issue for Consideration

2020 ◽  
Vol 5 (8) ◽  
pp. 1071-1079
Author(s):  
KKL Pilusa ◽  
ML Shipalana
Keyword(s):  
South Africa ◽  
Service Delivery ◽  
Performance Management ◽  
Management Practices ◽  
Performance Management Systems ◽  
Goods And Services ◽  
Current State ◽  
Innovative Management ◽  
And Performance ◽  
State Of Affairs

It is a global concern that most local spheres of government are usually faced with a major challenge of meeting the basic needs of citizens, particularly in the developing countries such as South Africa, where majority of people depending entirely on public services. It is observed that the local spheres of government are unable to carry out their constitutional mandate to provide public goods and services such as education, housing health, water and sanitation. This situation, among others, is mainly exacerbated by ineffective innovative management practices. This article sought to navigate innovative management practices in the local spheres of government in South Africa and suggests strategies that can be applied for service delivery improvement. The article used conceptual framework to analyse innovative management practices in the context of the local spheres of government. In the process, literature has revealed that most of local spheres of government are mainly characterised with ineffective innovative management practices. These management practices include, strategic planning, operational plans and performance management systems. It is evident that the current state of affairs, drastically affects service delivery improvement. This article suggests collaborative approach as mechanism to enhance service delivery in the local spheres of government.

Performance Measurement using Balance Score Card and its Applications: A Review

2015 ◽  
Vol 4 (3) ◽  
Author(s):  
Shradha Gawankar ◽  
Sachin S. Kamble ◽  
Rakesh Raut
Keyword(s):  
Performance Measurement ◽  
Organizational Performance ◽  
Performance Management ◽  
Balanced Scorecard ◽  
Strategic Change ◽  
The Balanced Scorecard ◽  
Balance Score Card ◽  
Measurement Framework ◽  
Score Card ◽  
And Performance

This paper aims to propose the idea of briefly explaining the balance scorecard by highlighting its use, application in depth. A critical enabler in achieving desired performance goals is the ability to measure performance. Despite the importance of accurately measuring organizational performance in most areas of academic research, there have been very few studies that have directly addressed the question of how overall organizational performance is or should be measured. Perhaps more importantly, none of these studies seems to have significantly influenced how overall organizational performance is actually measured in most of the empirical research that uses this construct as a dependent measure. The most popular of the performance measurement framework has been the balanced scorecard abbreviated as BSC. The BSC is widely acknowledged to have moved beyond the original ideology. It has now become a strategic change management and performance management process. The approach used in this paper is the combination of literature review on evolution of balance score card and its applications in various sectors/organizations/ areas. This paper identify that the balanced scorecard is a powerful but simple strategic tool and the simplicity of the scorecard is in its design. By encompassing four primary perspectives, the tool allows an organization to turn its attention to external concerns, such as the financial outcomes and its customers expectations, and internal areas, which include its internal processes to meet external requirements and its integration of learning and growth, to successfully meet its strategic expectations. This paper provides a comprehensive overview of the balanced scorecard combined with application and strategy, which are now in a better position to begin to recognize managements expectations and to discover new ways to build value for workplace learning and performance within organization.

scholarly journals SIX STEPS IMPLEMENTATION FRAMEWORK FOR CORPORATE SUSTAINABILITY PERFORMANCE MANAGEMENT

2017 ◽  
Vol 8 (3) ◽  
pp. 3 ◽  
Author(s):  
Muhammad Tasleem ◽  
Nawar Khan ◽  
Syed Tasweer Hussain Shah ◽  
Muhammad Saleem ◽  
Asim Nisar
Keyword(s):  
Performance Management ◽  
Corporate Sustainability ◽  
Corporate Management ◽  
Implementation Framework ◽  
Sustainability Performance ◽  
Sustainable Improvement ◽  
Sustainable Performance ◽  
Corporate Sustainability Performance ◽  
Performance Dimensions ◽  
And Performance

Managing sustainability practices holistically within firms is challenging and requires a sound and effective management framework that integrates all associated practices and performance dimensions to act for excellence. Corporate management is keen to adopt roadmap or a framework that can be useful in the identification, management and measurement of the drivers and can lead to desired outcomes relating to sustainable performance. This paper develops and presents a six-steps implementation framework for corporate sustainability performance and related practices keeping in account multifaceted managerial dimensions. These six steps include; identifying stakeholder’s requirements, establishing enterprise vision and sustainability goals, adopting strategies, systems and standardization, aligning technologies, core capabilities and culture, excelling sustainability performance, and progressing sustainable improvement with review and feedback. It also projects the perspective, theme and action items with regard to its effective.

Network- and network-element-level parameters for configuration, fault, and performance management of optical networks

1998 ◽  
Author(s):  
Christophe Drion ◽  
Luc Berthelon ◽  
Olivier Chambon ◽  
Gert Eilenberger ◽  
Francoise R. Peden ◽  
...  
Keyword(s):  
Performance Management ◽  
Optical Networks ◽  
Network Element ◽  
Element Level ◽  
And Performance
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