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TitleProgram Performance Reporting for Managing for Development Results (MFDR)
AuthorMonson, Thomas S.
SubjectManaging for Development Results
Date of Publication2014
PublisherAfrican Community of Practice on Management for Development result at the African Capacity Building Foundation (ACBF)
Number of Pages15 pages
Geographical CoverageAfrica
KeywordsPerformance Reporting , Measuring Performance, Performance Management, Monitoring and Evaluation
Abstract“When performance is measured, performance improves. When performance is measured and reported back, the rate of improvement accelerates". Thomas S. Monson. Considering the growing emphasis today on Management for Development Results (MfDR), performance measurement and management is undoubtedly here to stay. MfDR requires credible data and procedures for forecasting expected results, and robust statistics, performance monitoring systems and evaluation protocols for assessing actual performance and feeding it back into the planning and budgeting cycles. Interested members of the public are becoming accustomed to the regular appearance of performance reports in many public fields. There is a growing commitment by politicians at all levels of government to the idea of regular and meaningful reporting on performance. Not only have most public servants in many African countries (as with the developed countries of the West) embraced the notion of performance management; they have developed their knowledge and skills in performance measurement. Real progress has been made in measuring dimensions thought to be un-measurable. Headway has been made in demonstrating the linkage between activities and outcomes. In places, there has also been an evolution away from narrow bottom lines to multidimensional assessments, from reliance merely on quantitative information toward the integration of qualitative information, and from single perspectives to multiple perspectives on performance. We now live at the turn of the century, where undoubtedly there is growing pressure and clamour for quality and SMART (Specific, Measurable, Achievable Relevant, Timely) performance reporting and reports; in virtually all aspects of public sphere and governance, including those historically not known to attract public scrutiny and transparency as public resources get scarce and competing use get fierce. There is a real good prospect that organizations that will embrace and inculcate performance reporting as a culture will thrive at the expense of those without and that is really where the future belongs.
Copyright HolderAfrican Community of Practice (AfCoP)
Copyright URL
Filesize916366 MB
File FormatPDF
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