The performance framework: a systems approach to understanding performance management

The article presents a framework for better understanding the nature of performance in organisations involved in the provision of overseas development assistance (ODA). It uses a case study to illustrate the three main features of the framework which are: goals, performance assessment and performance management. It is asserted that a vibrant performance culture is one which links these features together to form an organisation capable of continual improvement through producing effective learning. Organisational culture determines the nature of linkages between the three sub‐systems. The article stresses how the notion of performance may extend beyond various forms of evaluation and scrutiny to being part of a sentient learning system rooted in an organisation's culture and structure. The article concludes with consideration of key issues associated with the generation of a reflexive learning organisation operating in the ODA sector. These are concerned with understanding the role and nature of systems, organisational vision, the embracing of diversity, training and accountability. Copyright © 2003 John Wiley & Sons, Ltd.     

Challenges for donor agency country‐level performance assessment: a review

This review of country‐level performance assessment in donor agencies is primarily based upon the experiences documented by bilateral donors to developing countries. The review suggests that four emerging themes can be identified in the literature on country‐level performance review: ownership, decentralisation and leadership, accountability and learning and complexity. The review considers the implementation of ‘results‐based’ approaches used by a number of international agencies and examines their relationship with ‘evidence‐based’ approaches. A key challenge, in the development of performance assessment, is bringing in a stronger evidence‐based approach into the planning and evaluation of donor country‐level programmes. Copyright © 2003 John Wiley & Sons, Ltd.     

Local government in practice: evidence from two villages in northern Albania

This article examines how local government operated in two villages in northern Albania and describes how these two communities organized themselves to negotiate with the state. Post‐communist local government is examined by means of its functions as a provider and an organizer. The reluctance of central government to devolve power was reflected in the resources allocated to local government institutions and thus on their performance. While Albanian cultural traditions were a source of support and cohesion in the villages, they were no substitute for the development of the capacity to collectively negotiate with the state. There was a link between the way in which institutions were socially embedded and the capacity of the villages to form and support representative bodies. The article concludes that local government has been undervalued and argues for greater attention to be focused on the nexus composed of citizens and the institutions of government which are closest to them. Copyright © 2000 John Wiley & Sons, Ltd.