Benchmarking: achieving best value in public‐sector organisations

Magd, Hesham; Curry, Adrienne

doi:10.1108/14635770310477780

Cited by 74 publications

(84 citation statements)

References 52 publications

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“…In the last two decades, the use of benchmarking in the public sector has increased (Blank et al, 2011), as a result of the fact that public organizations are often managed business-like manner, giving rise to the 'New Public Management' (Osborne, 2006). Benchmarking is seen as a powerful instrument for quality improvement in the public sector (Magd & Curry, 2003).…”

Section: Introductionmentioning

confidence: 99%

Drivers for performance improvement originating from the Dutch drinking water benchmark

Goede

Enserink

Worm³

et al. 2016

Water Policy

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The Dutch drinking water sector has been benchmarked every three years since 1997, and the sector has significantly improved performance since then. Based on interviews with CEOs and financial managers of drinking water companies five drivers for improvement as a result of this benchmark are identified: 'learning effect', 'enhanced transparency', 'managed competition', 'avoidance of negative consequences' and 'personal honour of director'. Different developments have caused stagnation of further improvement: the variation on the benchmarked performance indicators has decreased, participation in the benchmark became mandatory for all Dutch drinking water supply organizations, it lacks a focus on the future, and participating organizations experience a high financial pressure. These developments decrease the influence of the drivers. Four possible new impulses for the benchmark are identified and their influence on the effect of the drivers is analysed. The two most promising new impulses are to make the benchmark adaptive and to involve consumers in the process of benchmarking, both have a positive influence on the effect of almost all drivers. This study contributes to the understanding of how benchmarking leads to improvement and to the analysis of the impact of design choices, leading to well-founded decisions for re-design of the Dutch drinking water benchmark.

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Section: Introductionmentioning

confidence: 99%

Drivers for performance improvement originating from the Dutch drinking water benchmark

Goede

Enserink

Worm³

et al. 2016

Water Policy

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“…Measurements and benchmarking facilitate the uptake of new developments by showcasing best practices and stimulating the further use of these features. Although there is much research on measuring and benchmarking eGovernment [10][11][12][13][14][15][16][17], scant attention has been given to the measurement and benchmarking of eParticipation. This paper presents the development and validation of a measurement instrument for eParticipation in Dutch municipalities.…”

Section: Introductionmentioning

confidence: 99%

Measure to Improve: A Study of eParticipation in Frontrunner Dutch Municipalities

Veenstra

Janssen

Boon

2011

Electronic Participation

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Abstract. eParticipation is still in its early phases of development, in which government organizations undertake many experiments. There is no systematic overview of these experiments, which inhibits learning from each other. Measuring and benchmarking eParticipation provide the opportunity to inspire new developments by sharing best practices. This paper presents the development of a measurement instrument that is subsequently used to investigate eParticipation in frontrunner Dutch municipalities. This instrument combines factors related to the role of citizens, the type of media deployed, and the organization of the municipality. Using these factors to measure eParticipation in seventeen municipalities we found a large focus on traditional media forms usually supporting informative and consultative practices for policy development. This study, however, has been largely limited to measuring the type of ICT that is used to facilitate eParticipation. Therefore, we recommend extending it with measurements that give insight into the actual use, effectiveness, and the inclusion of citizens' input in policy making.

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“…Performance evaluation in the public administration usually involves the comparison of actual performance with the performance targets (Alach 2017), while benchmarking approaches are also used (Magd and Curry 2003). Other methods, such as cost-benefi t analysis and social return on investment, are less common for regular evaluation of organizational performance and are used mostly for project and program evaluations (Cordes 2017).…”

Section: Measuring Public Administration Performancementioning

confidence: 99%

Evaluating Performance of Government Inspection Bodies: A Possible Approach

Dobrolyubova¹

2017

NISPAcee Journal of Public Administration and Policy

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Ensuring the public safety and limiting administrative barriers have been the two core objectives of most reforms in the area of business inspections and regulatory enforcement for the past decade. However, measuring these eff orts has proved quite challenging both in OECD countries and in Russia. Lack of attention to the results achieved or misinterpretation of progress may aff ect the success of the reform eff orts.Th e objective of this paper is to develop a framework for defi ning and evaluating both the eff ectiveness and the effi ciency of regulatory enforcement and to apply this framework to several areas of inspection activities (such as occupational and food safety) in Russia. Th e proposed framework advances the existing international approaches to measuring the performance of government inspection bodies and accounts for perspectives of citizens, businesses and governments as crucial stakeholders of inspection reforms. Th e paper is based on both qualitative and quantitative methods (sociological surveys and statistical research).Th e results suggest that evaluating the performance of business inspections should include all aspects of minimizing risks and losses in the controlled area -from prevention of violations (reducing risks) to ensuring the reimbursement, should the risk event happen. Various levels of results, including fi nal outcomes (impact), intermediate outcomes and outputs, are needed as they allow for detecting important inconsistencies and gaps in the performance of government inspection bodies. Th e use of various sources of performance data, independent from inspection bodies, is critical for the successful implementation of the proposed framework.

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Benchmarking: achieving best value in public‐sector organisations

Cited by 74 publications

References 52 publications

Drivers for performance improvement originating from the Dutch drinking water benchmark

Drivers for performance improvement originating from the Dutch drinking water benchmark

Measure to Improve: A Study of eParticipation in Frontrunner Dutch Municipalities

Evaluating Performance of Government Inspection Bodies: A Possible Approach

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