Valerie Richardson
Associate Director
Center for Improving Government Performance
National Academy of Public Administration
800 North Capitol Street, NW, Suite 115
Washington, DC 20005
(202) 216-7861
Abstract
The essence of the Government Performance and Results Act (GPRA) of 1993 is to create a means of determining the results and outcomes of public programs via performance measurement. Conceptually the measuring of public service delivery is to allow decision makers and public administrators the ability to make decisions for managing public programs through three major GPRA documents: the strategic plan, the annual performance plan and the annual performance report. In theory, it would be meaningful if the public sector could quantify the value of public service programs and entitlements. However, in practice the majority of public agencies are unable to measure the outcome and result of many of the public programs they are responsible for administering.
One may venture to assume that there could be a myriad of reasons for the lack of measurements that are accomplishing the desire and need of those that wish to use performance measurements as a means of improving and managing the overall performance of public programs. Adequate information technology systems, competent employees, obsolete missions, political agenda are but a few reasons that may be viewed as barriers for creating performance measurements that are useful.
In theory it was seem logical that public administrators should be able to develop measurements that are reflective of demonstrating that outcomes and end-results were achieve. However, the benefit of developing results-oriented goals should be examined closely. Major questions should begin with determining if the federal government should be concerned with measuring results? To address that, one would have to address the fundamental question of what is the purpose of government? Is the government providing public services to change society? Or is the government providing services because these are needed services that would not be available to all citizens if provided through the private sector? If the federal government is in business to provide a service, then one would deduce that what should be measured is the effectiveness and efficiency in which those services are provided. The success of public programs would require a review of the policy behind the program for which most public administrators have been unable to measure. In theory, the measuring of program performance is designed to assess and gauge program relevance. However, in practice, performance measurement in the public sector has not been successful, as it appears we are attempting to measure intangible benefits. True public reform will be revealed when public sector administrators are able to assess programs that deliver the most effective management of public programs.