Performance Measurement in Local Government Problems and Prospects

Ono Tatsuya

doi:10.11278/jjoes2001.2.29

The purpose of this paper is to put forward a framework for seeking a solution to the various problems in performance measurement in local governments.<BR>After a brief review of the current status of their practices and accomplishments, it identifies the structure of problems to be solved by placing them in a two-dimensional table, where one dimension is categorized as “tools and techniques”, “strategies” or “practices”, and the other is categorized as “extensive”, “intensive” or “external”. Scrutinizing this table gives us a list of five groups of problems as follows: i) Management cycle; ii) External relation; iii) Basic methodology; iv) Management of performance measurement; and v) Attitude, capability and behavior of government officials.<BR>The paper concludes with a suggestion of necessary conditions of successful practice to be met inside and outside local governments. First, each of five groups of problems should be tackled distinguishing the five levels of reform, that is, governing systems, administrative systems, organizational level, work processes, and people level. Secondly, accountability should be improved by focusing outcome. Lastly, there are three conditions outside local governments: i) development and dissemination of tools and methodologies; ii) collaboration with entities outside and citizens to incorporate management cycle; and iii) progress of decentralization as part of nationwide administrative reform.

Performance Measurement in Local Government Problems and Prospects

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