Modern Government System for Social Solidarity

The Greek state must be able to act for the future both from a fiscal and social  prism , combine growth with solidarity, compose a performance management system for success some recommendations follow...

Before analyzing the future of Government the ....

bottom line:  the culture of performance improvement is more important than the compliance with many procedural requirements.

Goverment 2.0 for success....

 “where do we go from here?”

Recommendation 1:  Connect the performance system to public service motivation.  The goal of any performance management system is to improve performance by creating a culture that thrives on incredible performance.  The systems, processes, and procedures that commonly accompany any performance management system are intended to help frame it.  They, however, do not produce performance.  S

 what many successful leaders have done:  select clear goals that motivate employees, make goals become the glue that holds networks together, connect each employee’s job to program beneficiaries, celebrate success, and link to employee incentive systems.

Each of these elements is the job of mission leaders, not process managers.



Recommendation 2: Build a learning culture.  Successful performance systems thrive when an organizational culture supports performance management.  Doing this in practice, however, means creating an environment where there is continuous learning.

Recommendation 3:  Balance top-down targets with bottom-up innovations.  The top-down goal-setting aspect of the federal performance system is clear. The federal government has done less well in systematically capturing bottom-up knowledge.

Three actions:

learn from network members who are from multiple levels in the organization;
use benchmarking to identify what works and spread it;

and disseminate lessons, not just data, on how to improve performance.

Recommendation 4:  Integrate program evaluation into the performance management system.

While performance measures can tell leaders “what” is going on, but it requires program evaluation to explain “why” something is occurring.  Both are necessary elements in a data-informed decision-making process.  Government agencies must be redefined “performance information” to include program evaluation.....incorporating evaluation expertise into performance discussions.

Recommendation 5:  Ensure leaders are committed to performance management.
One of the clearest research findings about performance management is that such systems are more likely to succeed when agency leaders are perceived as committed to the performance system, or achieving  results in general.
Performance champions within each agency, starting with the agency’s chief operating officer.
Government should select leaders for these positions based on their performance management skills and whether the individuals have experience in “managing with data.”

Recommendation 6:  Connect with MPs and Social groups.  While MPs must  legislated the federal performance management system, it has not been a consistent user or champion of it.

Parliament  has a responsibility to engage” by developing ways to coordinate input to agencies across its multiple committees and subcommittees with jurisdiction over various agencies.
Agencies more systematically MUST involve external stakeholders in providing input into the development of agency strategic goals.

Test new practices to identify what works

Adjust and reallocate resources or change practices based on evidence of what works

Constantly ask if there are lower cost options for getting the job done, and

Share information publicly to “enhance accountability and facilitate understanding of the services government provides.”

Government Evolution through performance management framework  and social success.


Vassilis Moulakakis