EXPECTATIONS AND CAPACITY OF PERFORMANCE MEASUREMENT IN NGOs IN THE DEVELOPMENT CONTEXT

There are many obstacles to promoting learning as an outcome of performance measurement in non‐governmental organizations (NGO) social service providers, especially in less developed countries. Building upon a conceptualization of accountability as a multifaceted set of relationships through which funders, or principals, and non‐profit providers, or agents, jointly shape organizational learning, and performance, this study expands our understanding of how accountability mechanisms affect learning within service providers. This paper explores the role that funders play in shaping performance measurement, or monitoring, practices within NGOs serving disadvantaged children in developing countries. We examined the experience of service providers in Egypt and Colombia to assess how the barriers to use of performance data and learning may be addressed. We conducted interviews using the same protocols with program managers in six non‐profit providers in each country that provide services to children, and we also interviewed major donors in the arena of children's services in the USA. We probed the NGO managers' experiences with performance measurement to identify obstacles and potential solutions to improve the use of the data to promote learning. Our findings support previous research about the potential for upward accountability mechanisms to influence internal learning. We suggest that funders should be held accountable for how the incentives and disincentives they provide to grantees affect their internal learning about how to improve their services. This notion of ‘reverse accountability’ means that funders need to be strategic and intentional when they design reporting mechanisms that affect the learning behaviours within their grantees. In line with our call for reverse accountability, we offer a model demonstrating our notion of the two‐way flow of accountability and we offer recommendations to help improve the performance reporting environment for NGOs who are addressing complex problems with less than adequate capacity. Copyright © 2012 John Wiley & Sons, Ltd.     

Local government decision‐making—citizen participation and local accountability: some evidence from Kenya and Uganda

The current fashion for decentralisation is built on the assumption that it will result in decisions that reflect local needs and priorities. Yet representative democracy, through periodic elections, is a crude mechanism for establishing these needs and priorities. Most local government systems offer few other opportunities for citizens to participate, particularly for the poor, and few mechanisms of accountability. This article reviews the literature relating local level decision‐making, citizen participation and accountability. It then presents the findings of a study of decision‐making about the use of resources in a sample of municipal governments in Kenya and Uganda. Local governments in Kenya have traditionally offered minimal scope for citizen participation or accountability, but this is beginning to change, mainly as a result of performance conditions applied through the recently introduced Local Authorities Transfer Fund (LATF), together with an increasingly active civil society. In Uganda, which has undergone a radical decentralisation, there is much greater scope for citizen participation at the local level but there are still many of the same problems of local accountability as in Kenya. The article reviews some of the examples of, and reasons for, good (and bad) practice. It concludes that factors like committed local leadership, central monitoring of performance, articulate civil society organisations and the availability of information are critical. But even with these, there is no guarantee that decentralised decision‐making will be inclusive of the poor. Copyright © 2003 John Wiley & Sons, Ltd.     

The Effect of the Child Support Performance and Incentive Act of 1998 on Rewarded and Unrewarded Performance Goals

This paper examines the impact of the Child Support Performance and Incentive Act (CSPIA) of 1998 on child support performance measures that are rewarded financially as well as outcomes that are not rewarded. Three of the five performance measures explicitly rewarded by CSPIA are reconstructed in this analysis, as are two child support outcomes that were considered for financial rewards but were ultimately rejected. Using a panel interrupted time series model with state fixed effects and state‐specific trends, this analysis finds that CSPIA had a statistically positive impact on just one rewarded performance goal, cost‐effectiveness, and negatively impacted an unrewarded child support outcome—collections sent to other states. Effect sizes suggest that CSPIA had little impact on child support performance, on balance. These results provide more evidence to the ongoing debate about the ability of performance incentives to improve public sector performance. It also suggests that reforming performance systems in response to perceived problems may create new gaming responses.     

From Measurement to Management: Breaking through the Barriers to State and Local Performance

The Winter Commission’s aspirations for improvement of governance at the state and local level resulted in proposals to modernize public institutions and systems to remove the barriers on executive and managerial authority to act. Improving government performance and accountability to citizens requires leadership to empower employees by reducing rules, increasing discretion, and rewarding innovation. The performance measurement movement and its related performance management movement are public management trends of wide influence in state and local government that are both an adjunct to, and a reflection of those aspirations. Case studies of cities that have sought to develop and use performance measurement and engage citizens demonstrate great potential to improve governance and manage for results that citizens want. But even exemplary jurisdictions face challenges using evidence‐based, data‐driven performance management approaches. Promoting best practice requires better scholarship to understand the determinants of successful implementation, adoption, and use of performance measurement. The outcomes of performance management systems are generally unmeasured and little is known about their cost effectiveness or endurance over time. The promise is there, but our expectations should be tempered.     

The Social and Productive Impacts of Zambia's Child Grant

Accumulated evidence from dozens of cash transfer (CT) programs across the world suggests that there are few interventions that can match the range of impacts and cost‐effectiveness of a small, predictable monetary transfer to poor families in developing countries. However, individual published impact assessments typically focus on only one program and one outcome. This article presents two‐year impacts of the Zambian Government's Child Grant, an unconditional CT to families with children under age 5, across a wide range of domains including consumption, productive activity, and women and children's outcomes, making this one of the first studies to assess both protective and productive impacts of a national unconditional CT program. We show strong impacts on consumption, food security, savings, and productive activity. However, impacts in areas such as child nutritional status and schooling depend on initial conditions of the household, suggesting that cash alone is not enough to solve all constraints faced by these poor, rural households. Nevertheless, the apparent transformative effects of this program suggest that unconditional transfers in very poor settings can contribute to both protection and development outcomes.     

Reputation and Accountability Relationships: Managing Accountability Expectations through Reputation

Accountability is said to be about the management of expectations. Empirical studies reveal considerable variation in organizational interest, intensity, and investment in accountability relationships. Less is known, however, about what explains these observed variations. Drawing on accountability and reputation‐concerned literatures, this article argues that a reputation‐based perspective on accountability offers an underlying logic that explains how account‐giving actors and account‐holding forums actually manage these expectations and how organizations make sense of and prioritize among accountability responsibilities. Reputational considerations act as a filtering mechanism of external demands and help account for variations in degrees of interest in, and intensity of, accountability. The resulting accountability outcomes are coproduced by the reputational investment of both account‐giver and account‐holder, resulting in distinct accountability constellations and outcomes.     

Incentives and their dynamics in public sector performance management systems

We use the principal‐agent model as a focal theoretical frame for synthesizing what we know, both theoretically and empirically, about the design and dynamics of the implementation of performance management systems in the public sector. In this context, we review the growing body of evidence about how performance measurement and incentive systems function in practice and how individuals and organizations respond and adapt to them over time, drawing primarily on examples from performance measurement systems in public education and social welfare programs. We also describe a dynamic framework for performance measurement systems that takes into account strategic behavior of individuals over time, learning about production functions and individual responses, accountability pressures, and the use of information about the relationship of measured performance to value added. Implications are discussed and recommendations derived for improving public sector performance measurement systems. © 2010 by the Association for Public Policy Analysis and Management.     

Does school accountability lead to improved student performance?

The leading school reform policy in the United States revolves around strong accountability of schools with consequences for performance. The federal government's involvement through the No Child Left Behind Act of 2001 reinforces the prior movement of many states toward policies based on measured student achievement. Analysis of state achievement growth as measured by the National Assessment of Educational progress shows that accountability systems introduced during the 1990s had a clear positive impact on student achievement. This single policy instrument did not, however, also lead to any narrowing in the Black‐White achievement gap (though it did narrow the Hispanic‐White achievement gap). Moreover, the Black‐White gap appears to have been adversely impacted over the decade by increasing minority concentrations in the schools. An additional issue surrounding stronger accountability has been a concern about unintended outcomes related to such things as higher exclusion rates from testing, increased dropout rates, and the like. Our analysis of special education placement rates, a frequently identified area of concern, does not show any responsiveness to the introduction of accountability systems.© 2005 by the Association for Public Policy Analysis and Management     

The Reputational Basis of Public Accountability

This article proposes a reputation‐based approach to account for two core puzzles of accountability. The first is the misfit between behavioral predictions of the hegemonic political science framework for talking about accountability, namely, principal–agent, and empirical findings. The second puzzle is the unrivaled popularity of accountability, given evidence that supposedly accountability‐enhancing measures often lead to opposite effects. A “reputation‐informed” theoretical approach to public accountability suggests that accountability is not about reducing informational asymmetries, containing “drift,” or ensuring that agents stay committed to the terms of their mandate. Accountability—in terms of both holding and giving—is about managing and cultivating one's reputation vis‐à‐vis different audiences. It is about being seen as a reputable actor in the eyes of one's audience(s), conveying the impression of competently performing one's (accountability) roles, thereby generating reputational benefits.     

Gauging the Effects of Social Accountability on Services,Governance, and Citizen Empowerment

Engaging citizens in holding public officials and service providers accountable, referred to as social accountability, is a popular remedy for public sector performance weaknesses, figuring prominently in many international donor‐funded projects and leading to widespread replication. However, the contextual factors that influence the successful transfer of social accountability are debated. Demand‐side factors (civil society and citizens) are overemphasized in much of the literature. Yet supply‐side factors (state structures and processes) and the nature of state–society relations are also important. This article examines four projects in developing countries to explore how these contextual factors influenced social accountability aims and outcomes. The salience of supply factors in enabling social accountability for service delivery and government performance stands out, particularly the degree of decentralization and the availability of space for citizen engagement. The capacity and motivation of citizens to occupy the available space, aggregate and voice their concerns, and participate with state actors in assessing service delivery performance and problems are critical.     

Performance Measurement in Italian and Spanish Local Governments: Comparative Policy Analysis

NPM reforms have become a global trend and performance management systems are considered suitable to enhance the decision-making process and accountability. The aim of the paper is to carry out a comparative study on the adoption of performance measurement tools in Italian and Spanish (medium-sized and large) local governments. It seeks to find out how widespread these tools are and how their usefulness is perceived. The results show differences between the two countries and that the presence of professional managers – experienced with performance measurement tools – positively affects the adoption of these tools. Moreover, performance measurement tools are perceived as a support for accountability purposes.     

Consequences of Teenage Childbearing on Child Outcomes in the United States

Children of teen mothers have worse academic, labor market, and behavioral outcomes in the United States, but it is not clear whether these poor outcomes are caused by having a young mother or driven by selection into teen motherhood. Understanding the reasoning behind poor child outcomes is important for designing effective policies to improve child trajectories. Simple correlations using data from the National Longitudinal Survey of Youth 1979 (NLSY79) and the NLSY79 Children and Young Adults (NLSY79CY) confirm that outcomes for children of teenage mothers are worse relative to children of older mothers. These negative relationships persist after controlling for background variables or including family fixed effects, though the magnitudes are attenuated. However, these approaches fail to fully account for selection into teen motherhood. To overcome selection, I employ an empirical strategy that relies on miscarriages to put bounds on the causal effects of teen childbearing. These bounds show that teen childbearing among mothers who choose to give birth does not cause adverse outcomes for children.     

How Citizens Respond to Outputs,Outcomes, and Costs: A Survey Experiment About an HIV/AIDS Program

Government performance measurement is often faulted for focusing on outputs, while citizens are said to demand more information on outcomes to hold government accountable. To compare the influence of these measures, we randomized 774 participants to receive outcome or output information about a real HIV prevention program, with or without cost information, in a survey experiment. Citizens expressed less support for spending on the program when shown outcomes (infections prevented), rather than outputs (people served). Showing participants the high cost of treating HIV/AIDS boosted support for program spending, but did not make outcome information more persuasive. We interpret these results as partly a reaction to the high per-unit cost of an outcome in an HIV prevention program. But it may reflect a tendency of citizens simply to misinterpret less costly outputs, including serving more people, as if these were outcomes. This bias has implications for performance reporting and accountability.     

Program Budgeting and Accountability in Local Government

Much has been written about program budgeting and its relevance to improved efficiency and effectiveness. However, there is little discussion about the relationship between the use of program budgeting and accountability. While, organisations using program budgeting focus on the issues of performance, the accountability of management to an elected body, such as a local council has been given little attention. In this article three questions are posed: (1) Is the performance information available to enable councillors to form a judgment about management's performance?; (2) Is management involved in determining issues of policy, such as objectives, programs and performance measurement?; and (3) Are councillors confronted by a greater volume of budgetary documentation but with no increase in time to consider it? The results show that program budgeting does not always enhance accountability in local government.     

The Influence of Low‐Income Children's Participation in Head Start on Their Parents’ Education and Employment

Head Start is the oldest and largest federally funded preschool program in the United States. From its inception in 1965, Head Start not only provided early childhood education, care, and services for children, but also sought to promote parents’ success. However, almost all evaluation studies of Head Start have focused solely on children's cognitive and social outcomes rather than on parents’ outcomes. The present study examines whether children's participation in Head Start promotes parents’ educational advancement and employment. We use data from the Head Start Impact Study (HSIS), a randomized trial of over 4,000 newly entering three‐ and four‐year‐old children. We find that parents of children in the three‐year‐old cohort (but not the four‐year‐old cohort), who were randomly assigned to and participated in Head Start, had steeper increases in their own educational attainment by child age six years compared to parents of children in the control group. This pattern is especially strong for parents who had at least some college experience at baseline, as well as for African‐American parents. We do not find evidence that Head Start helped parents enter or return to the workforce over time. Results are discussed in the context of using high‐quality early childhood education as a platform for improving both child and parent outcomes.     

Child Support and the Affordable Care Act's Medicaid Expansions

A quickly developing literature has shown that the Affordable Care Act's (ACA) Medicaid expansions have improved health insurance coverage, health, and financial well‐being among low‐income adults without dependent children. This population includes noncustodial parents. With substantial overlap in the population that is typically obligated to pay child support and the population that has strongly benefited from the expansions, there may be potential implications for child support enforcement. In this paper, I examine the effect of public health insurance eligibility to low‐income adults on child support outcomes. I find that the ACA Medicaid expansions increased child support distributed to custodial families as arrears by 8.5 percent. Evidence also suggests current support distributions increased by about 2 percent. There were no significant effects on paying toward a child support order. Among unmarried mothers, the likelihood of child support receipt increased by 8 percent. These results imply that access to public health insurance can increase the ability of noncustodial parents to pay child support.     

Accounting for Gender: the Role of the COAG Reform Council in Tracking Outcomes for Women and Girls Across Australia

The COAG Reform Council has played a critical role in tracking progress, nationally and on a state‐by‐state basis, against the COAG reform agenda. The council has analysed and publicly reported on governments’ performance against outcomes, performance indicators and targets agreed by COAG. However, until 2013 gender analysis was not directly incorporated in the assessment of governments’ performance. The council's first report on gender, Tracking equity: Comparing outcomes for women and girls across Australia, redressed this omission. This article explores how taking account of gender greatly enriches our understanding of governments’ performance in critical areas, and enhances public accountability as a result. An understanding of gender differences also provides a better basis for government decision‐making on ways to improve outcomes.     

Accountability and Coalitions: Evidence from a Negotiation Experiment

This article tests the effect of accountability on negotiation outcomes in a face‐to‐face classroom experiment. Student participants were asked to form coalitions in groups of three. In the treatment condition, negotiators were held accountable by a personal forum during the formation of the coalition. In the control condition, negotiators were not held accountable. Results show that accountability leads to lower group performance in coalition negotiations. Accountability also reduced the willingness of negotiators to include all negotiators in a “grand coalition.” Rather, accountable negotiators reached agreement with a subset of negotiators. Accountability increased the odds of reaching no agreement. These findings challenge the idea of increased performance as a result of public accountability in the context of coalition negotiations.     

Ideals of human rights and socioeconomic realities: The larger context of Pakistan's child-protection policy

After 25 years of the adoption of the United Nations Convention on the Rights of the Child, millions of children still have their fundamental rights violated every day. It is argued in this article that the realization of the rights of these children is heavily influenced by the socioeconomic context of their countries. Taking Pakistan's child protection policy as a case, the argument is built on primary data collected from in-depth interviews with policymakers. Data analysis revealed that the Pakistani policymakers do consider socioeconomic factors, such as poverty, as a causative factor for various child protection issues, and believe that an increased level of socioeconomic development would improve protection and well-being of all children in that country. However, they lacked an appreciation of the interdependent relationship between children's broader socioeconomic environment and their right to protection in terms of policy responses to various child protection issues.     

Why do “teeth” need “voice”? The case of anti‐corruption agencies in three Australian states

Interactions between horizontal accountability agencies (e.g., anti‐corruption agencies [ACAs]) and social accountability actors (e.g., journalists, civil society activists, and complainants/whistleblowers) are recognized as important to horizontal agencies’ performance, but the reason(s) is not clear. This study therefore explores why horizontal accountability agencies need social accountability actors in performing their functions. The study analyses data from 30 key stakeholders in Australia, including ACAs staff members, social accountability actors, and other observers to report on the specific support roles social actors play to ACAs’ activities and operations. Through the conceptual lens of social accountability, evidence show that social actors play four key types of support roles to ACAs’ activities and operations: activate ACAs’ investigations; “amplify” ACAs’ operations; guard ACAs’ activities and operations; and defend ACAs’ independence and powers. These findings support the need for interactions and, also, affirm the potential for research into how these support roles can better be provided for effective anti‐corruption outcomes. The research is of value to public accountability agencies in Australia, and internationally.