Early Experience with Performance Management in Hungary, Albania and Georgia: Assessing its Potential for Local Service Improvement

An analytical framework on One Door Service in this article derived from new public management that takes a coordinated, holistic approach to public service delivery. These service delivery approaches have become a famous and adaptable mode of administrative decentralization of government services in Laos, and gives strategic focus on governance and public administration reform for better service delivery. This article reviews these rationales in the conceptual introduction of One Door Service initiatives in Laos. The ODS has been justified mainly on managerial and governance grounds and viewed by government as a partial successful governance and public administration reform of early stage. The change of it is placed in public service improvement, using the collaborative customer interface model through the four sets of critical assessment challenge on governance, performance management, workforce and information sharing. The analysis assesses the performance by looking at the empirical results and draws on experiences on how One Door Service has been operating and providing services to citizens at the ground. With this knowledge of linkages with the concept of public service improvement in Laos, we can pose the question of whether the One Door Service project has achieved the aims of governance and public administration reform and benefited the majority of citizens. The overall image presented a positive and negative- a positive image is an innovative mode of service delivery which has expanded across the country in terms of establishing, but a negative image is an inadequate step for administrative reform during the design and implementation.

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Improving and evaluating performance with the Public Sector Scorecard

International Journal of Productivity and Performance Management ◽

10.1108/ijppm-06-2015-0092 ◽

2017 ◽

Vol 66 (4) ◽

pp. 442-458 ◽

Cited By ~ 14

Author(s):

Max Moullin

Keyword(s):

Public Sector ◽

Performance Management ◽

Success Factors ◽

Task Force ◽

Service Improvement ◽

Content Type ◽

Management Framework ◽

The Public ◽

Management Culture ◽

A Performance

Purpose The Public Sector Scorecard (PSS) is an integrated performance management framework incorporating strategy mapping, service improvement, and measurement and evaluation. It adapts and extends the balanced scorecard to suit the culture and values of the public and voluntary sectors. The purpose of this paper is to assess, with the aid of two case studies across organisational boundaries, how the PSS addresses a number of critical success factors for performance management and improvement in the public and third sectors. Design/methodology/approach The research takes a case study approach assessing the use of the PSS for the UK Ethnic Minority Employment Task Force, and for Sheffield Let’s Change4Life, a £10 million programme addressing obesity in children and families. Findings This paper concludes that the PSS is an effective framework to help organisations improve outcomes for service users and stakeholders without increasing overall cost, and develop measures of performance that help them improve and assure quality without motivating staff to achieve arbitrary targets at the expense of poor service to the public. Key to this is its emphasis on developing a performance management culture based on improvement, innovation and learning rather than a top-down blame culture. Originality/value There have been many research papers describing the problems and pitfalls of public sector performance management, but few which offer a solution. A particular innovation is how the theory of planned behaviour was integrated with a performance management framework for a behaviour change programme addressing childhood obesity.

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