By Rudy de Leon Dinglas, Chief of Staff at the Bloomberg Center for Government Excellence at Johns Hopkins University

Measuring the social benefits generated by governments is a daunting task, but the capacity to use this kind of information to inform decision making is worth the effort.

Over time strategic planning, performance budgeting, and results-informed management have become integral in some states and localities, with the estimable goal of transforming governments into efficient and effective organizations.

By performance management, I am referring to a systematic process that often involves setting clear goals, monitoring performance against these goals, and using data and evidence to inform decision-making. In the course of researching my dissertation, which involved interviews and surveys of ninety eight (98) local government administrators across the United States, I found several primary motivators for this kind of work:

• The intrinsic desire among local government administrators to serve the public. They can see these practices as tools to refine processes, deliver better services, and positively impact their communities. This commitment to public service and the creation of public value is a fundamental driver behind the adoption and implementation of performance management practices.

  
  

• Local government administrators are also motivated by the need to demonstrate responsible stewardship of resources and to ensure that their actions and decisions meet public expectations. Performance management practices are seen to provide a structured way to monitor and evaluate the effectiveness of government operations, thereby enhancing accountability. This not only improves service delivery but also builds public trust in government institutions.

  
  

• Effective communication, both within government organizations and with the public, was uncovered as another crucial motivation for engaging in performance management practices. Administrators recognize the importance of using performance data to illustrate the value of government services, justify funding and policy decisions, and celebrate successes. Transparent communication through performance management practices helps bridge the gap between government operations and public perception, fostering greater trust and engagement.

Additionally my research found that transparency is generally closely linked to the motivations found in engaging in performance management practices. Transparent practices, such as open data portals and performance meetings, are essential for improving the quality of government services. Local government administrators see transparency as a way to address public distrust and demonstrate their commitment to effective and responsible governance. This alignment between transparency and performance management practices is seen as an enhancement to the legitimacy and credibility of government operations.

Notwithstanding the ways in which government administrators are attracted to undertake the sometimes difficult work of performance management, there are a number of payoffs including:

Enhancing Public Trust and Legitimacy - One of the most significant benefits of performance management practices is the potential to enhance public trust and legitimacy. By adopting transparent practices and demonstrating accountability local government administrators can address the ever-present public mistrust in government institutions. Performance management provides a framework for showing the public how resources are being used effectively to create public value, thereby strengthening the relationship between government and residents.

Improving Decision-Making - Performance management practices equip government administrators with valuable data and insights that inform decision-making. By systematically collecting and analyzing performance data, administrators can identify areas for improvement, allocate resources more efficiently, and make evidence-based policy decisions. This data-driven approach not only improves the quality of services provided but also ensures that government actions are aligned with the needs and expectations of the public.

Fostering a Culture of Continuous Improvement –Performance management practices encourage regular evaluation and feedback, enabling administrators to learn from past experiences and continuously refine their operations. This commitment to ongoing improvement is crucial for adapting to changing circumstances and addressing emerging challenges, and tools, effectively.

Supporting Professional Development - Training and professional development are critical components of successful performance management practices. My research findings suggest that providing opportunities for local government employees to develop their skills in performance management can significantly enhance the effectiveness of these practices. By investing in professional development, government administrators can ensure that their teams are well-equipped to implement and sustain performance management initiatives.

Beyond the implications for government administrators, there remain challenges to be addressed to ensure sustainability when implementing and engaging in performance management practices.

So then, with all there is to gain, why don’t all governments engage in these practices?

One of the challenges, cited by many, are the resource constraints faced by local governments. Performance management practices often require significant investments in terms of time, money, and expertise. To address this, government administrators need to advocate for adequate funding and support for performance management initiatives. Building partnerships with external organizations, such as academic institutions and non-profits, have proven to be an avenue for valuable resources and expertise.

When there’s a lack of leadership buy-in it can be difficult – even impossible – to make progress. But when leaders at the highest levels of government value and support these practices, that creates a culture that prioritizes accountability and transparency. As a result, government administrators should work to secure commitment from leaders by demonstrating the benefits of performance management and aligning these practices with the organization’s strategic goals.

The use of technology is also integral to modern performance management practices, but many entities lack these tools, and whenever possible government administrators should invest in technology that supports performance management efforts and ensure that their teams are trained to use these tools effectively.

Ultimately, Performance management practices are not a one-and-done effort in local governments. For government administrators, these insights underscore the importance of fostering a culture of accountability, transparency, and continuous improvement. By embracing performance management practices, local governments step in the right direction in enhancing public trust, improving decision-making, and ensuring the effective and efficient delivery of public services. As the landscape of public administration continues to evolve with new tools and challenges alike, these practices will remain essential tools for creating and sustaining public value.

For more information about the dissertation or to explore this topic further, please feel free to connect with me by clicking here:

The contents of this Guest Column ’reflects the sentiments of the author and not necessarily Barrett and Greene, Inc.

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