Assessing Operational and Collaborative Performance Management: A Case Study of PhillyStat

Many cities and agencies in the U.S. have adopted the “-Stat” approach, which is called “PerformanceStat” in general. Philadelphia has created PhillyStat as its performance management and tracking tool, of which unique feature is its twofold review process involving both operational and outcome level. This study assesses the capacities of PhillyStat. The assessment suggests four implications for jurisdictional governments and agencies employing the “-Stat” approach. First, the “-Stat” approach should evolve toward strategic review beyond day-to-day operational review. Second, the “-Stat” approach should close the gap in diverse views on government performance. Third, the “-Stat” approach should be used as an effective tool for public management and leadership. Last, the “-Stat” approach should develop capabilities for cross-organizational collaboration.     

Post-NPM Reforms or Administrative Hybridization in the French Health Care System?

New public management (NPM) provides an opportunity to analyze a reform trajectory that is influenced by country-specific institutional and social traditions. France adopted its own version of NPM, embracing some of its “traditional” elements such as quasi-markets and performance evaluation and rejecting others. NPM reforms in France pursued a re-centralization agenda rather than a disaggregation of public agencies. Outcomes were below expectations in core areas such as citizen participation and physician professional satisfaction. Subsequent health reforms indicate convergence toward a hybrid system rather than toward a post-NPM paradigm.     

Performance Regimes—The Institutional Context of Performance Policies

Performance measurement, targeting, reporting and managing of public services has spread across jurisdictions in recent years. The most usual stance adopted by governments in developing performance policies has been shaped by principal-agent theory and a hierarchy of principal-agent relationships from core executive to service delivery. Such notions have been challenged from several directions, both in theory and empirically. Writers on accountability and those analyzing the “audit explosion” and the growth of “regulation inside government” have pointed to the way in which multiple actors and accountabilities have grown. Drawing on these and other sources this article develops a “performance regimes” perspective that offers a heuristic analytical framework of the main groups of institutional actors who can (but do not always) attempt to shape or steer the performance of service delivery agencies. The aim is to create a framework that can be applied comparatively to study changes in total performance regimes over time and between jurisdictions and sectors.     

Performance Management and Deficit Adjustment in U.S. Cities: An Exploratory Study

Performance management or PM has been promoted as a tool to transform government. Claims that PM will enable governments to “do more with less,” “increase efficiency,” provide “value for money,” and make “rational budget decisions” abound. Has PM helped city governments in the United States cope with the effects of the 2007–2009 Great Recession? Theory suggests that PM can provide the informational and analytical foundation necessary for city officials to implement comprehensive but conflictive budget-cutting and revenue-raising strategies. By facilitating deep expenditure cuts and tax increases, PM can indirectly influence budget deficits. Using data from a national survey of city governments and multiyear audited financial reports, the empirical analysis shows that PM cities favored what are essentially decremental responses to fiscal crises that lead to marginal changes in revenues and expenditures. Not surprisingly, there is no evidence that PM influences the size and change in budget shortfalls.     

Organizational position and program implementation

Examples of policy implementation success suggest that organizational characteristics are important but policy researchers generally neglect the explicit study of organizational characteristics. Data from a mailed survey are used here to examine two organizational characteristics in one policy area in a single state. The advice of capacitybuilders' (federal and state agencies, municipal associations) about organizing local energy management programs through the appointment of “comprehensive local energy coordinators” is one concern. The other is the importance of the regular organizational position of the parttime community energy coordinators on the “comprehensiveness” of community energy programs.

The research develops a rudimentary methodology for studying program implementation which assesses organizational change by measuring differences among policies based on the dimensions of change embodied in a policy. Also devised are measures of program implementors' attitudes and perceptions in influencing program implementation. The findings demonstrate the usefulness of greater linkages of research across the organizational change and program implementation literatures.     

Credentialism,meritocracy, and merit: educational requirements and the public service

The American myth of mobility suggests that educational attainment, as evidenced by some credential, is the road to achievement for everyone. This has never been entirely true, but recent trends suggest that the educational credential may increasingly limit as well as offer opportunity. Additional educational requirements have often been equated with increasing the “professionalism” of the public service, but they may also serve as a reason to keep out minorities or women now that non-meritorious discriminatory barriers have been eliminated by the courts. Examples from Mississippi and New York are cited. Although the courts have been vigilant in insisting that tests and other selection devices be validated, they have been much more tolerant of educational requirements, often failing to subject them to the stringent tests of job relatedness and validity. Even when a particular government unit is willing to lower credential barriers that cannot clearly be justified, it may be subject to pressures from other government units or associations, focusing on “improving” professional qualifications.     

Why do public agencies seek accountability? The role of audiences

Accountability-seeking behaviors of public agencies are said to be motivated, among others, by attempts at pre-empting stricter mandatory provisions, logic of appropriateness motives, Machiavellian opportunism, reputational considerations, and a perceived need to compensate for the inadequacy of traditional arrangements. However, we do not know when a particular rationale, or a combination thereof, prevails. This study therefore examines how public agencies seek accountability, to whom and for what reason. Relying on data from 15 interviews with top-level managers/directors and 75 survey responses, it demonstrates that the type of audience to whom the account is rendered is a key explanatory factor as to why specific mechanisms become “activated.” This study furthermore uncovers why certain rationales are associated with specific types of audiences. Thus, rather than a “holy grail” of one set of driving motivations, our study suggests, one should look at the audience to understand why a public agency seeks accountability.     

Regulatory management: Government as a regulated industry

This article looks at the various forms of regulatory management that the US Office of Management and Budget uses to sontrol the national regulatory agenda. Tracing the evaluation of the strong central the national regulatory manangement role, the author looks at the key executive orders on regulatory review and planning and the requirements for a unified regulatory agenda and paperwork control. These four management areas -- review, planning, agenda publication, and paperwork oversight -- put federal agencies in OMB’s oversight web. More accustomed to bring the regulators, the agencies are now a regulated “Industry” themselves.     

BETWEEN STATE AND SERVICE INDUSTRY: GROUP AND COLLECTIVE WEDDINGS IN COMMUNIST SHANGHAI, 1949–1956

Abstract

Group weddings have commonly been associated with Republican China under Guomindang rule. Wedding ceremonies involving multiple couples, however, continued to be held in the People’s Republic of China throughout the 1950s and after. During the early 1950s, Shanghai’s commercial group wedding agencies marketed their services to local couples, and district governments organized what they termed “collective weddings,” hoping that couples would be more amenable to state marriage registration if they could participate in a ceremony. In 1956, the municipal government considered instituting a unified collective ceremony across Shanghai. By examining meeting minutes, letter exchanges, and records of internal government and business discussions, this article explores entrepreneurial and governmental attempts to standardize Shanghai’s group and collective weddings. Although commercial group weddings and state collective ceremonies served different purposes, their proponents faced similar organizational difficulties in the search for a standardized, economical wedding ceremony befitting “New China.”     

Unveiling environmental justice through open government data: Work in progress for most US states

Open government data (OGD) are critical for environmental justice (EJ) policymaking, which is characterized by power and information asymmetries across government agencies, affected populations, and advocacy groups. We contend that not only should state governments provide OGD but also they should remove the burden associated with data access and use it to address the data divide and facilitate the participation of vulnerable populations in policymaking. Applying a user-oriented approach, this article evaluates the completeness, usability, and accessibility of EJ-OGD initiatives across the 50 US states. Results show that only one out of five states achieves at least half points on our EJ-OGD Implementation Score, suggesting that most states do not provide OGD to answer two core EJ questions: “To what extent is my community exposed to environmental harm and health hazards? Is the exposure disproportionately high given my community's socioeconomic characteristics?” We discuss implications for equity and next steps for the government.     

Self-Care in Public and Community Sector Workplaces

Key aspects of modern public service and community workplaces associated with significant levels of distress are identified. This includes the transformation of public sector and community agencies under the aegis of new public management (NPM). Using a child protection case study, it is argued that NPM ethos generates stressful workplaces and “uncomfortable knowledge” adding pressure to a system already in crisis. It is also argued that while there is value in self-care practices like debriefing, “boundary maintenance,” and “work-life balance,” one critical aspect of self-care associated with the virtue ethics tradition is missing. This gap in the literature and practice needs attention.     

The Dorian Gray effect: winners as state breakers in postcommunism

This paper examines the relations between postcommunist states and the powerful economic groups that dominated the early stages of postcommunist economic restructuring. The main argument is that the strategic actions of “winners” systematically undermine the capacity of state institutions and the organizational coherence of administrative agencies. Against the background of a detailed study of one particular story of “postcommunist success”, the rise of Multigroup in Bulgaria, I explore the concrete manifestations of “state weakness” in postcommunism, the nature of redistributive conflicts the former socialist societies, and the historical specificity of the processes undermining the organizational bases of governance in the former Soviet world.     

Unpacking Local Economic Development: A Case Study from Nekemte Town and Its Hinterlands,Oromia, Ethiopia

Most agree that local economic development (LED) is a “bottom-up” development approach seeking to unleash the development potential of a locality. Nonetheless, focusing closely on the dynamics of specific localities, this can be criticized for being too local and overlooking extra-local links. This article explores the drivers of LED from the local economic actors’ perspectives in Nekemte town and its hinterlands, Oromia region, Ethiopia. The results clarify that LED is not only just “local”, but also an approach that links urban and rural areas, and thus, understanding rural–urban linkages is a prerequisite for a better understanding of the local economic development.     

From Corporate Governance to Local Governance: Stakeholder‐Driven Community Score‐Cards for UK Local Agencies?

Abstract

This paper compares the methodology of the “comprehensive performance assessment”, recently proposed by the Audit Commission for all UK local authorities, with the “community score‐card” approach which has been used in the United States of America for a number of years. It suggests that the Audit Commission approach should be altered to take on board some of the more imaginative aspects of the community score‐card, particularly in relation to the inclusion of those quality of life measures, which local people regard as important, and measures of the quality of local governance.     

Managing for Results in an Impossible Job: Solution or Symbol? Abstract

Abstract

Recent years have been characterized by widespread adoption of reforms that called for governments to manage for results. This article tackles the question: what is the impact of results-based reforms in functions that the public management literature has defined as “impossible jobs?” The implementation of strategic planning and performance measurement in the Alabama Department of Corrections provides a case study of such a scenario. The explicit goals of results-based reforms suggest a solution to “impossible jobs” by achieving improved allocation, effectiveness, and efficiency. However, the case evidence suggests that their main use is as a symbol of rational governance, to be used by beleaguered agencies and governments in a bid to increase resources. Beyond this, the public manager in an impossible job finds little benefit from results-based reform, and seeks to devote as few resources as is necessary to comply with reform requirements.     

Antitrust policy in a hostile environment: institution building in venezuela's procompetencia

Theories of bureaucracy in Latin America generally stress institutional weakness, political volatility and the politicized nature of government agencies. One product of market liberalization in Venezuela was the creation of the anti-monopoly agency called “Procompetencia”, which managed to survive a change of government and a move toward interventionist, anti-market mechanisms hostile to its survival. The strategy and tactics of this agency are reviewed with the objective of detecting bureaucratic responses to threat and successful efforts to survive. Some lessons are derived for infusing more stability into weak institutions.     

Integrated written and oral assignments for the MPA curriculum

The article describes an integrated approach to written and oral assignments throughout the MPA curriculum. Beginning with the program orientation and the lead course in the MPA program, a series of written assignments that blend theory and practice are used as the basis for later advanced work and special projects such as internships, major papers, or theses. A three-part assignment in the first course, an assessment center for developing interviewing and other skills, and a conscious attempt to develop linkages across courses in the MPA curriculum are the keys to implementation of the model.

The integrated writing and speaking model introduces students to research through preparation of an article review essay on some aspect of public policy or management. Another paper requires field work to analyze a particular aspect of the policy or management process. The third assignment produces a “usable product” for a level of government or public agency, such as a policy or management options paper. Written assignments are coupled with a formal assessment center conducted outside of regular classroom time. The field work helps students begin a networking process for obtaining clients for other projects in other courses and for internships, field papers, and jobs. Presentations of the final course “product” are via a poster session format that includes written, graphic, and oral presentations open to faculty and students, as well as the public agencies and/or governmental units for whom products are prepared.     

When do societal stakeholders matter for agency-CEOs? The role of stakeholder arrangements and social media attention

Public agencies have to deal with accountability demands from various societal stakeholders. Stakeholders may address their accountability demands via formal stakeholder arrangements but can also use social media for account-holding purposes. This contribution analyzes to what extent these different venues of social accountability affect the perceived relevance of societal stakeholders to agency-CEOs—their so-called “stakeholder orientation.” By combining quantitative and qualitative data, this study shows that agency-CEOs' stakeholder orientation is strongly associated with actual social media attention. In contrast, the relationship between formal stakeholder arrangements and stakeholder orientation is weak. Qualitative insights from focus group discussions suggest that the associations between social media attention and stakeholder orientation can be explained by mediatization processes within agencies and the reputational risks of social media storms. Overall, the findings support that social media attention is the most important catalyst for stakeholder orientation, rather than stakeholder arrangements.     

Whatever happened to the new public administration?

The “New Public Administration” advocated the infusion of value preferences into areas of administrative practice. In assessing the historical legacy and contemporary applicability of the movement, the authors examine its objectives in view of changing political and administrative commitments. The article criticizes the extent to which institutionalizing administrative values gives way to “value-shifting” when electoral moods change.     

The role of ISO 9000 in improving the quality of service delivery of Hong Kong's public housing programs

This paper reports on research undertaken in Hong Kong on the impact of IS0 9000 (International Standards Organization 9000 series standards for Quality Management Systems) quality management standards in the improvement and assurance of quality service and products. The Hong Kong Housing Authority provides an appropriate context and database for this research as it has undertaken to implement the IS0 9000 quality management standards across its range of public housing construction and maintenance services and is able to provide the researchers with “before” and “after” scenarios which facilitate measurement of the impact of the standards on service quality.