外文翻译--政府绩效：教训和挑战(编辑修改稿)

外文翻译--政府绩效：教训和挑战(编辑修改稿)内容摘要：

orting and controls. Gaining these benefits is challenging because it requires technical as well as cultural change. In technical terms it can be difficult to measure what an agency does and to link organisational objectives to individual goals. It is important to obtain the buyin of front line employees。 this can be facilitated by the right mix of formal and informal incentives and controls. Obtaining the strong support of the organisational leadership and managers can be facilitated by giving them the necessary flexibility to achieve goals. Without this flexibility, managers will have the responsibility for achieving targets without the ability to deliver, and no one wants to be held accountable for targets that are not within his/her control. Within the context of a governmentwide approach, if and how the performance information is used by politicians and the Ministry of Finance can create incentives which impact on how managers behave. If performance information is required but not used by leaders or managers in decision making, there is a danger of it being a burden on organisations in terms of cost of information systems and staff time. The provision of this information, in addition to the requirements of the traditional control mechanisms, can interfere with getting the job done. If this happens, then performance management and budgeting can bee a distraction, a distortion or an expensive paper exercise rather than a means to transform organisations and an essential part of good management. Obtaining and maintaining the support of politicians: As discussed in Section 7, this is a key challenge facing reformers. The support of politicians in the legislature and the executive helps to reinforce the need for change and to push reform, although it is particularly difficult to obtain the support of politicians in the legislature. Issues of horizontal and vertical coordination: Many goals and outes cut across government organisations and involve the work of many agencies. While some OECD countries have established crossgovernmental horizontal goals and targets, it is proving difficult to achieve coordination across departments and to hold them accountable for results. At a vertical level there is an issue with different actors wanting the same information for diverse purposes。 their informational needs are not the same. Managing expectations: Realistic expectations are needed both about what can be achieved by this reform and how long it will take. A longterm approach and persistence are needed: it takes time to overe the technical issues and to change the behaviour of public servants and politicians. The performance of government can be improved through a focus on results in policy advice, central and departmental management processes, and parliamentary and public accountability. It is important to first identify the relative priority of these areas in a particular country. What a government should do is different in each case. The majority of OECD countries are implementing performance management and performance budgeting, although the extent and the approaches vary widely across countries. The introduction of performance management and budgeting appears to be an important and enduring innovation in public management. It is clearly a strong device for horizontal priority setting, policy alignment and cost analysis. These reforms have improved transparency through the provision of more infor mation on government performance to the public. However, some initial hopes have been too ambitious. Most countries continue to struggle with changing the behaviour of public servants and politicians. This is a longterm process. To achieve change in behaviour and culture across government requires a wholeofgovernment approach and the creation of the right mix of incentives and controls (formal and informal) and an understanding of the systems and how the actions of key actors influence each other. There is no clear pattern of input contr。