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"Public administration Evaluation."
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Democratic Deficit
2011,2012
Many fear that democracies are suffering from a legitimacy crisis. This book focuses on 'democratic deficits', reflecting how far the perceived democratic performance of any state diverges from public expectations. Pippa Norris examines the symptoms by comparing system support in more than fifty societies worldwide, challenging the pervasive claim that most established democracies have experienced a steadily rising tide of political disaffection during the third-wave era. The book diagnoses the reasons behind the democratic deficit, including demand (rising public aspirations for democracy), information (negative news about government) and supply (the performance and structure of democratic regimes). Finally, Norris examines the consequences for active citizenship, for governance and, ultimately, for democratization. This book provides fresh insights into major issues at the heart of comparative politics, public opinion, political culture, political behavior, democratic governance, political psychology, political communications, public policymaking, comparative sociology, cross-national survey analysis and the dynamics of the democratization process.
Measuring the performance of public services : principles and practice
\"Measuring the performance of public agencies and programmes is essential to ensure that citizens enjoy quality services and that governments can be sure that taxpayers receive value for money. As such, good performance measurement is a crucial component of improvement and planning, monitoring and control, comparison and benchmarking and also ensures democratic accountability. This book shows how the principles, uses and practice of performance measurement for public services differ from those in for-profit organisations, being based on the need to add public value rather than profit. It describes methods and approaches for measuring performance through time, for constructing and using scorecards, composite indicators, the use of league tables and rankings and argues that data-envelopment analysis is a useful tool when thinking about performance. This demonstrates the importance of allowing for the multidimensional nature of performance, as well as the need to base measurement on a sound technical footing\" -- Provided by publisher.
Measuring the Performance of Public Services
by
Pidd, Michael
in
BUSINESS & ECONOMICS / Organizational Behavior. bisacsh
,
Evaluation
,
Management
2012
Measuring the performance of public agencies and programmes is essential to ensure that citizens enjoy quality services and that governments can be sure that taxpayers receive value for money. As such, good performance measurement is a crucial component of improvement and planning, monitoring and control, comparison and benchmarking and also ensures democratic accountability. This book shows how the principles, uses and practice of performance measurement for public services differ from those in for-profit organisations, being based on the need to add public value rather than profit. It describes methods and approaches for measuring performance through time, for constructing and using scorecards, composite indicators, the use of league tables and rankings and argues that data-envelopment analysis is a useful tool when thinking about performance. This demonstrates the importance of allowing for the multidimensional nature of performance, as well as the need to base measurement on a sound technical footing.
Public Value Management, Measurement and Reporting
by
Marcon, Giuseppe
,
Farneti, Federica
,
Guthrie, James
in
Government productivity
,
Public administration
,
Public administration -- Evaluation
2014
This volume aims to shed light on how public service value is identified, managed, measured and reported. The chapters cover a range of topics, including theoretical reflections, practical case studies and empirical observations aimed at understanding the concept of public value.
Building better policies : the nuts and bolts of monitoring and evaluation systems
by
Lopez Acevedo, Gladys
,
Krause, Philipp
,
Mackay, Keith
in
Accountability
,
ACTION PLAN
,
Administrative agencies
2012
Governments around the world face ongoing pressures from citizens to provide more and better services, and to do this while restraining taxation levels. This provides the context for government efforts to ensure their policies and programs are as effective, and as efficient, as possible. An emphasis on government performance has led a number of governments to create formal systems for monitoring and evaluating their performance--on a regular, planned, and systematic basis--with the objective of improving it. The focus of this book is on these government monitoring and evaluation (M and E) systems: what they comprise, how they are built and managed, and how they can be used to improve government performance.
Public sector reform : what works and why? : an IEG evaluation of World Bank support
2008
The effectiveness and efficiency of a country's public sector is vital to the success of development activities, including those the World Bank supports. Sound financial management, an efficient civil service and administrative policy, efficient and fair collection of taxes, and transparent operations that are relatively free of corruption all contribute to good delivery of public services. The Bank has devoted an increasing share of its lending and advisory support to the reform of central governments, so it is important to understand what is working, what needs improvement, and what is missing. IEG has examined lending and other kinds of Bank support in 1999-2006 for public sector reform in four areas: public financial management, administrative and civil service, revenue administration, and anticorruption and transparency.Although a majority of countries that borrowed to support public sector reform experienced improved performance in some dimensions, there were shortcomings in important areas and in overall coordination. The frequency of improvement was higher among IBRD borrowers than among IDA borrowers. Performance usually improved for public financial management, tax administration, and transparency, but did not usually with respect to civil service. Direct measures to reduce corruption such as anticorruption laws and commissions rarely succeeded.