scholarly journals Is Decentralisation Compatible with the Application of Performance Management? The Impacts of Minimum Service Standards on the Motivation of Local Government to Improve Service Delivery in the Indonesian Decentralised System

2018 ◽  
Vol 29 (2) ◽  
pp. 135
Author(s):  
Mohammad Roudo ◽  
Adrian Campbell ◽  
Simon Delay
Keyword(s):  
Local Government ◽  
Service Delivery ◽  
Performance Management ◽  
Service Standards ◽  
Decentralised System ◽  
Improve Service Delivery

scholarly journals Evaluation of strategic management in assisting South African municipalities improve service delivery

2015 ◽  
Vol 4 (2) ◽  
pp. 113-123
Author(s):  
Sandiso Ngcobo ◽  
M.G. Mdani
Keyword(s):  
Local Government ◽  
Service Delivery ◽  
Strategic Management ◽  
South African ◽  
Poor Performance ◽  
Management Plan ◽  
Auditor General ◽  
Audit Reports ◽  
Improve Service Delivery

The reports tabled by the Auditor General on yearly basis reflect poor performance on a number of areas in respect of service delivery in South African municipalities. As a possible solution, the Department of Local Government and Traditional Affairs (DLGTAs) has introduced a strategic management plan that should be implemented by municipalities to assist them improve their performance. Hence, the aim of this paper is to evaluate the perceptions of municipal managers and councillors on the role of the strategic management in assisting them improve service delivery. The findings show that the assistance provided by the EC DLGTAs is not without weaknesses. It is then recommended that the areas of improvement should be addressed in an effort to improve audit reports.

scholarly journals Operationalising performance management in local government: The use of the balanced scorecard

2018 ◽  
Vol 16 ◽  
Author(s):  
Zwelinzima J. Ndevu ◽  
Kobus Muller
Keyword(s):  
Local Government ◽  
Service Delivery ◽  
Performance Management ◽  
Balanced Scorecard ◽  
National Development ◽  
Well Being ◽  
Management Tool ◽  
Measurement Instruments ◽  
Critical Question ◽  
The Balanced Scorecard

Orientation: Local government forms that part of the public sector closest to citizens and therefore indispensable in its role of providing essential goods and services and developing the local area. Local government has the authority and functions necessary to provide services for the maintenance and promotion of the well-being of all people within their area and should provide access to basic services such as water, electricity and health care.Research purpose: This study examines performance management as a tool in local government effective provision service delivery. The critical question addressed in this paper was how the balanced scorecard (BSC) can be used to improve performance in the context of local government and assist in eradicating the current challenges of lack of quality services, poverty and infrastructure development.Motivation for the study: The need for continuous improvement in service delivery at local government compounded by high levels of service delivery protest requires regular review of performance management system.Research approach: To understand the current context and challenges facing local government, the applicable legislative framework including the Constitution, white paper and the National Development Plans were perused to better understand the legal environment in which local government operates. A literature review was undertaken to evaluate theory on organisational effectiveness. Semi-structured interviews were used to solicit expert opinions.Main findings/managerial implications: The BSC approach emerged as the preferred tool because the method offered the authors the opportunity to review non-financial and financial factors to arrive at a balanced conclusion. A BSC tool was developed and applied to the Joe Gqabi District Municipality as a case study.Practical implications: The BSC as a performance management tool enables organisations to clarify their vision and strategy and translate them into goal or actions.Contribution/value-add: The research findings conclude that there was acknowledgement of the importance of performance measurement instruments in the municipality, yet the municipality still experienced challenges caused by the performance review process not being transparent and not communicated to all stakeholders.

Dimensions of Multiskilling

1999 ◽  
Vol 30 (1) ◽  
pp. 4-10 ◽  
Author(s):  
Carole E. Johnson
Keyword(s):  
Hearing Loss ◽  
Service Delivery ◽  
Monitoring Program ◽  
School Age Children ◽  
School Age ◽  
Support Personnel ◽  
Educational Personnel ◽  
Educational Audiology ◽  
Children With Hearing Loss ◽  
Improve Service Delivery

Educational audiologists often must delegate certain tasks to other educational personnel who function as support personnel and need training in order to perform assigned tasks. Support personnel are people who, after appropriate training, perform tasks that are prescribed, directed, and supervised by a professional such as a certified and licensed audiologist. The training of support personnel to perform tasks that are typically performed by those in other disciplines is calledmultiskilling. This article discusses multiskilling and the use of support personnel in educational audiology in reference to the following principles: guidelines, models of multiskilling, components of successful multiskilling, and "dos and don’ts" for multiskilling. These principles are illustrated through the use of multiskilling in the establishment of a hearing aid monitoring program. Successful multiskilling and the use of support personnel by educational audiologists can improve service delivery to school-age children with hearing loss.

Exploring the Uncharted Territory of Devolution in Zimbabwe

2019 ◽  
Vol 49 (1) ◽  
Author(s):  
Jephias Mapuva ◽  
George P Miti
Keyword(s):  
Local Government ◽  
Service Delivery ◽  
Citizen Participation ◽  
Local Governance ◽  
Public Affairs ◽  
Participatory Governance ◽  
Enabling Environment ◽  
Efficiency And Effectiveness ◽  
Local Levels

Devolution, which was incorporated into the Constitution of Zimbabwe through section 264, is a new phenomenon in Zimbabwe. This incorporation came about because of the need for participatory governance and the devolution of power away from the centre. Over the years, local governance has been informed by a plethora of pieces of legislation that do not provide an enabling environment for citizen participation, giving Zimbabwe’s local government a chequered history that excludes citizens from participating in public affairs that affect their lives. An analysis of section 264 of the Constitution revealed that devolution has the propensity to enhance transparency, efficiency and effectiveness as well as the fulfilment of central government’s responsibilities at provincial and local levels. This article argues that the belated implementation of the devolution of power has delayed improved service delivery, effectiveness, efficiency and accountability within local governance. This article further seeks to explain how the implementation of section 264 of the Constitution can bring about good local governance.

First Meeting of the PIDE Committee on Devolution Reforms in Pakistan

2006 ◽  
Vol 45 (1) ◽  
pp. 157-161
Author(s):  
Durre-e- Nayab
Keyword(s):  
Local Government ◽  
Health Education ◽  
Service Delivery ◽  
Social Welfare ◽  
Human Development ◽  
Local Governments ◽  
Public Services ◽  
Municipal Services ◽  
Fiscal Decentralisation ◽  
National Reconstruction

The Local Government Ordinance (LGO), formulated by the National Reconstruction Bureau (NRB) in 2000 and promulgated by provincial governments in August 2001, assigns powers, responsibilities, and service delivery functions to three levels of local governments: district, tehsil, and union. Responsibilities for the delivery of social and human development services, such as primary and basic health, education and social welfare, are delegated to the district level, whereas municipal services, such as water, sanitation and urban services are assigned to the tehsil level. The LGO does not only deal with the delivery of public services in its plan but also stresses the need for fiscal decentralisation, claiming that “Fiscal decentralisation is the heart of any devolution exercise. Without fiscal decentralisation no authority is devolved.”

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.

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