The International Handbook of Practice-Based Performance Management presents the latest scholarship in performance measurement strategies in the field of evaluation. This important resource combines cutting-edge theory and practice of performance management in the United States and abroad. The book includes contributions from internationally known scholars and practitioners who present chapters that introduce the literature on key topics and provide clear guidance on practical skill building. Key Features: Offers an international perspective: Though most of the chapters deal with performance measurement in the United States, the text represents the most notable examples of performance measurement in Canada, Latin America, Asia, Oceania, and Europe. Integrates theory and practice: The book’s unique structure links literature-based conceptual knowledge with the lessons from practice and specific applied skills. Puts theoretical discussions into context: Case examples and lessons learned connect concepts to the real world while discussion questions allow for further deliberation. Intended AudienceAn excellent addition to any academic library, this resource is ideal for practitioners, academics, and researchers in public administration, non-profit organizations, management, public policy, health care services administration, and health care planning and policy. It can also be used as a text for graduate courses such as Performance Management, Management Reforms, International Performance Management, and Performance Improvement in Public Administration.
Chapter 12: Experience with Trained Observers in Transition and Developing Countries: Citizen Engagement in Monitoring Results1
Experience with Trained Observers in Transition and Developing Countries: Citizen Engagement in Monitoring Results1
Performance management has the potential to provide benefits—improved services and greater transparency and accountability—that have increasingly appealed to local governments. These benefits are heightened in the context of transition and developing countries where weak public services, limited resources, and a lack of trust between government and citizens create a vicious circle of poor performance and no accountability.
The entry costs, however, can often seem high to jurisdictions considering the implementation of performance management. The focus on outcomes—the effect of services on citizens—requires a sharp shift from the traditional emphasis in the public sector on revenue and expenditure. Measurement ...