Improving Performance : Foundations of Systemic Performance
At its heart, a performance orientation in the public sector is a predisposition to make promises and an ability to deliver them. Some of the key ideas behind this are: 1) responsiveness - reducing the time lag between changed political priorities...
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| Format: | Brief |
| Language: | English |
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World Bank, Washington, DC
2012
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| Online Access: | http://documents.worldbank.org/curated/en/2010/02/11938083/improving-performance-foundations-systemic-performance http://hdl.handle.net/10986/10508 |
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okr-10986-105082021-04-23T14:02:51Z Improving Performance : Foundations of Systemic Performance Manning, Nick ACCESS TO SERVICES ACCOUNTABILITY ACCOUNTABILITY ARRANGEMENTS ACCOUNTING ADMINISTRATIVE CULTURE ADMINISTRATIVE REFORMS AGGREGATE BUDGET AGGREGATE FISCAL ANNUAL BUDGET ANNUAL FINANCIAL STATEMENTS ARREARS ASSESSMENT OF PERFORMANCE ASSET MANAGEMENT BORROWING BUDGET ALLOCATIONS BUDGET CLASSIFICATION BUDGET DEFICITS BUDGET EXECUTION BUDGET MONITORING BUDGET PLANNING BUDGET PREPARATION BUDGET PROCESS BUDGET PROPOSAL BUDGET REFORM BUDGETARY DECISION BUDGETARY NEGOTIATIONS BUDGETING PROCESS BUSINESS PLAN CASH BALANCES CASH CONTROLS CIVIL SERVANTS CREDIBILITY DEBT DECISION-MAKING DONOR ASSISTANCE ENTITLEMENTS EXPENDITURE CONTROLS EXPENDITURE FRAMEWORKS EXPENDITURES EXTERNAL AUDIT EXTERNAL AUDITS FINANCIAL ACCOUNTABILITY FINANCIAL INFORMATION FINANCIAL MANAGEMENT FINANCIAL MANAGEMENT INFORMATION FINANCIAL MANAGEMENT INFORMATION SYSTEMS FINANCIAL PERFORMANCE FINANCIAL REPORTING FISCAL CONTROL FISCAL REFORMS FISCAL RESPONSIBILITY FISCAL RISK GOVERNMENT BORROWING GOVERNMENT EMPLOYEES GOVERNMENT PERFORMANCE HARD BUDGET CONSTRAINTS HUMAN RESOURCE HUMAN RESOURCES INSTITUTION INSTRUMENT INTERNAL AUDIT INTERNAL CONTROL INTERNAL CONTROLS INTERNAL PROCESSES MACROECONOMIC STABILITY MANAGEMENT AUTHORITY MANAGING PUBLIC EXPENDITURE MEDIUM-TERM FISCAL FRAMEWORK MEMBER COUNTRIES MINISTRY OF FINANCE MISSING ELEMENT MONITORING ARRANGEMENTS MUNICIPALITIES OMBUDSMAN ONE-STOP SHOPS ORGANIZATIONAL PERFORMANCE OUTPUTS PERFORMANCE AGREEMENTS PERFORMANCE ASSESSMENT PERFORMANCE ASSESSMENTS PERFORMANCE EVALUATIONS PERFORMANCE INDICATORS PERFORMANCE INFORMATION PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT SYSTEM PERFORMANCE MEASUREMENT PERFORMANCE MEASURES PERFORMANCE ORIENTATION PERFORMANCE PLAN PERFORMANCE REPORTING POLITICAL AUTHORITY POLITICAL CONTROL POLITICIANS PRIVATE SECTOR PROCUREMENT PROGRAM BUDGETING PROGRAM EVALUATIONS PROGRAM STRUCTURE PROGRAMS PUBLIC PUBLIC ADMINISTRATION PUBLIC EMPLOYMENT PUBLIC EXPENDITURE PUBLIC EXPENDITURE MANAGEMENT PUBLIC FINANCIAL MANAGEMENT PUBLIC MANAGEMENT PUBLIC SECTOR PUBLIC SECTOR PERFORMANCE PUBLIC SERVANTS PUBLIC SERVICE REALLOCATIONS RECURRENT EXPENDITURES RESOURCE ALLOCATION RESOURCE MANAGEMENT RESULTS RETURN RISK MANAGEMENT SALARY PAYMENTS SERVICE DELIVERY SET OF STANDARDS STATED OBJECTIVE SUBNATIONAL GOVERNMENTS TARGET SETTING TARGETS TRANSITION COUNTRIES TRANSPARENCY TREASURY At its heart, a performance orientation in the public sector is a predisposition to make promises and an ability to deliver them. Some of the key ideas behind this are: 1) responsiveness - reducing the time lag between changed political priorities and corresponding public policy actions; 2) measurement - the quantification of outputs (and occasionally outcomes); 3) managerialism - the relaxation of the enforced consistency in procedures to move towards flexibility with accountability in order to improve efficiency. It is often seen purely as an import from the private sector, but in fact there have always been areas of managerialism within the public sector. Using these ideas, this note describes some of the key technical foundations necessary for moving towards a performance orientation and outlines a pragmatic approach for improving performance, highlighting the part played by changing performance arrangements for senior management. 2012-08-13T11:50:11Z 2012-08-13T11:50:11Z 2010-02 http://documents.worldbank.org/curated/en/2010/02/11938083/improving-performance-foundations-systemic-performance http://hdl.handle.net/10986/10508 English Global Expert Team (GET) Brief CC BY 3.0 IGO http://creativecommons.org/licenses/by/3.0/igo/ World Bank World Bank, Washington, DC Publications & Research :: Brief Publications & Research |
| repository_type |
Digital Repository |
| institution_category |
Foreign Institution |
| institution |
Digital Repositories |
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World Bank Open Knowledge Repository |
| collection |
World Bank |
| language |
English |
| topic |
ACCESS TO SERVICES ACCOUNTABILITY ACCOUNTABILITY ARRANGEMENTS ACCOUNTING ADMINISTRATIVE CULTURE ADMINISTRATIVE REFORMS AGGREGATE BUDGET AGGREGATE FISCAL ANNUAL BUDGET ANNUAL FINANCIAL STATEMENTS ARREARS ASSESSMENT OF PERFORMANCE ASSET MANAGEMENT BORROWING BUDGET ALLOCATIONS BUDGET CLASSIFICATION BUDGET DEFICITS BUDGET EXECUTION BUDGET MONITORING BUDGET PLANNING BUDGET PREPARATION BUDGET PROCESS BUDGET PROPOSAL BUDGET REFORM BUDGETARY DECISION BUDGETARY NEGOTIATIONS BUDGETING PROCESS BUSINESS PLAN CASH BALANCES CASH CONTROLS CIVIL SERVANTS CREDIBILITY DEBT DECISION-MAKING DONOR ASSISTANCE ENTITLEMENTS EXPENDITURE CONTROLS EXPENDITURE FRAMEWORKS EXPENDITURES EXTERNAL AUDIT EXTERNAL AUDITS FINANCIAL ACCOUNTABILITY FINANCIAL INFORMATION FINANCIAL MANAGEMENT FINANCIAL MANAGEMENT INFORMATION FINANCIAL MANAGEMENT INFORMATION SYSTEMS FINANCIAL PERFORMANCE FINANCIAL REPORTING FISCAL CONTROL FISCAL REFORMS FISCAL RESPONSIBILITY FISCAL RISK GOVERNMENT BORROWING GOVERNMENT EMPLOYEES GOVERNMENT PERFORMANCE HARD BUDGET CONSTRAINTS HUMAN RESOURCE HUMAN RESOURCES INSTITUTION INSTRUMENT INTERNAL AUDIT INTERNAL CONTROL INTERNAL CONTROLS INTERNAL PROCESSES MACROECONOMIC STABILITY MANAGEMENT AUTHORITY MANAGING PUBLIC EXPENDITURE MEDIUM-TERM FISCAL FRAMEWORK MEMBER COUNTRIES MINISTRY OF FINANCE MISSING ELEMENT MONITORING ARRANGEMENTS MUNICIPALITIES OMBUDSMAN ONE-STOP SHOPS ORGANIZATIONAL PERFORMANCE OUTPUTS PERFORMANCE AGREEMENTS PERFORMANCE ASSESSMENT PERFORMANCE ASSESSMENTS PERFORMANCE EVALUATIONS PERFORMANCE INDICATORS PERFORMANCE INFORMATION PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT SYSTEM PERFORMANCE MEASUREMENT PERFORMANCE MEASURES PERFORMANCE ORIENTATION PERFORMANCE PLAN PERFORMANCE REPORTING POLITICAL AUTHORITY POLITICAL CONTROL POLITICIANS PRIVATE SECTOR PROCUREMENT PROGRAM BUDGETING PROGRAM EVALUATIONS PROGRAM STRUCTURE PROGRAMS PUBLIC PUBLIC ADMINISTRATION PUBLIC EMPLOYMENT PUBLIC EXPENDITURE PUBLIC EXPENDITURE MANAGEMENT PUBLIC FINANCIAL MANAGEMENT PUBLIC MANAGEMENT PUBLIC SECTOR PUBLIC SECTOR PERFORMANCE PUBLIC SERVANTS PUBLIC SERVICE REALLOCATIONS RECURRENT EXPENDITURES RESOURCE ALLOCATION RESOURCE MANAGEMENT RESULTS RETURN RISK MANAGEMENT SALARY PAYMENTS SERVICE DELIVERY SET OF STANDARDS STATED OBJECTIVE SUBNATIONAL GOVERNMENTS TARGET SETTING TARGETS TRANSITION COUNTRIES TRANSPARENCY TREASURY |
| spellingShingle |
ACCESS TO SERVICES ACCOUNTABILITY ACCOUNTABILITY ARRANGEMENTS ACCOUNTING ADMINISTRATIVE CULTURE ADMINISTRATIVE REFORMS AGGREGATE BUDGET AGGREGATE FISCAL ANNUAL BUDGET ANNUAL FINANCIAL STATEMENTS ARREARS ASSESSMENT OF PERFORMANCE ASSET MANAGEMENT BORROWING BUDGET ALLOCATIONS BUDGET CLASSIFICATION BUDGET DEFICITS BUDGET EXECUTION BUDGET MONITORING BUDGET PLANNING BUDGET PREPARATION BUDGET PROCESS BUDGET PROPOSAL BUDGET REFORM BUDGETARY DECISION BUDGETARY NEGOTIATIONS BUDGETING PROCESS BUSINESS PLAN CASH BALANCES CASH CONTROLS CIVIL SERVANTS CREDIBILITY DEBT DECISION-MAKING DONOR ASSISTANCE ENTITLEMENTS EXPENDITURE CONTROLS EXPENDITURE FRAMEWORKS EXPENDITURES EXTERNAL AUDIT EXTERNAL AUDITS FINANCIAL ACCOUNTABILITY FINANCIAL INFORMATION FINANCIAL MANAGEMENT FINANCIAL MANAGEMENT INFORMATION FINANCIAL MANAGEMENT INFORMATION SYSTEMS FINANCIAL PERFORMANCE FINANCIAL REPORTING FISCAL CONTROL FISCAL REFORMS FISCAL RESPONSIBILITY FISCAL RISK GOVERNMENT BORROWING GOVERNMENT EMPLOYEES GOVERNMENT PERFORMANCE HARD BUDGET CONSTRAINTS HUMAN RESOURCE HUMAN RESOURCES INSTITUTION INSTRUMENT INTERNAL AUDIT INTERNAL CONTROL INTERNAL CONTROLS INTERNAL PROCESSES MACROECONOMIC STABILITY MANAGEMENT AUTHORITY MANAGING PUBLIC EXPENDITURE MEDIUM-TERM FISCAL FRAMEWORK MEMBER COUNTRIES MINISTRY OF FINANCE MISSING ELEMENT MONITORING ARRANGEMENTS MUNICIPALITIES OMBUDSMAN ONE-STOP SHOPS ORGANIZATIONAL PERFORMANCE OUTPUTS PERFORMANCE AGREEMENTS PERFORMANCE ASSESSMENT PERFORMANCE ASSESSMENTS PERFORMANCE EVALUATIONS PERFORMANCE INDICATORS PERFORMANCE INFORMATION PERFORMANCE MANAGEMENT PERFORMANCE MANAGEMENT SYSTEM PERFORMANCE MEASUREMENT PERFORMANCE MEASURES PERFORMANCE ORIENTATION PERFORMANCE PLAN PERFORMANCE REPORTING POLITICAL AUTHORITY POLITICAL CONTROL POLITICIANS PRIVATE SECTOR PROCUREMENT PROGRAM BUDGETING PROGRAM EVALUATIONS PROGRAM STRUCTURE PROGRAMS PUBLIC PUBLIC ADMINISTRATION PUBLIC EMPLOYMENT PUBLIC EXPENDITURE PUBLIC EXPENDITURE MANAGEMENT PUBLIC FINANCIAL MANAGEMENT PUBLIC MANAGEMENT PUBLIC SECTOR PUBLIC SECTOR PERFORMANCE PUBLIC SERVANTS PUBLIC SERVICE REALLOCATIONS RECURRENT EXPENDITURES RESOURCE ALLOCATION RESOURCE MANAGEMENT RESULTS RETURN RISK MANAGEMENT SALARY PAYMENTS SERVICE DELIVERY SET OF STANDARDS STATED OBJECTIVE SUBNATIONAL GOVERNMENTS TARGET SETTING TARGETS TRANSITION COUNTRIES TRANSPARENCY TREASURY Manning, Nick Improving Performance : Foundations of Systemic Performance |
| relation |
Global Expert Team (GET) Brief |
| description |
At its heart, a performance orientation
in the public sector is a predisposition to make promises
and an ability to deliver them. Some of the key ideas behind
this are: 1) responsiveness - reducing the time lag between
changed political priorities and corresponding public policy
actions; 2) measurement - the quantification of outputs (and
occasionally outcomes); 3) managerialism - the relaxation of
the enforced consistency in procedures to move towards
flexibility with accountability in order to improve
efficiency. It is often seen purely as an import from the
private sector, but in fact there have always been areas of
managerialism within the public sector. Using these ideas,
this note describes some of the key technical foundations
necessary for moving towards a performance orientation and
outlines a pragmatic approach for improving performance,
highlighting the part played by changing performance
arrangements for senior management. |
| format |
Publications & Research :: Brief |
| author |
Manning, Nick |
| author_facet |
Manning, Nick |
| author_sort |
Manning, Nick |
| title |
Improving Performance : Foundations of Systemic Performance |
| title_short |
Improving Performance : Foundations of Systemic Performance |
| title_full |
Improving Performance : Foundations of Systemic Performance |
| title_fullStr |
Improving Performance : Foundations of Systemic Performance |
| title_full_unstemmed |
Improving Performance : Foundations of Systemic Performance |
| title_sort |
improving performance : foundations of systemic performance |
| publisher |
World Bank, Washington, DC |
| publishDate |
2012 |
| url |
http://documents.worldbank.org/curated/en/2010/02/11938083/improving-performance-foundations-systemic-performance http://hdl.handle.net/10986/10508 |
| _version_ |
1764413350603653120 |