How are We Doing? A Greater Role for Organizational Performance Measurement and Management in International Development

Note from the Digital Editor: In order to highlight the high-level of research and scholarship from the authors who have published in the William & Mary Policy Review’s peer-reviewed print journal, we have reproduced the abstracts from Volume 7, Issue 1 along with a link to an electronic copy of the full form of the piece.

Relative to program evaluation and global indicators, organizational performance measurement and management (PMM) has not garnered the attention as a discipline and technology of knowledge production and governance in international development. In this paper, I call for a bigger space for PMM in the toolkit of international development of justice and rule of law alongside program evaluation and global indicators. I argue that justice institutions and justice systems that take responsibility for measuring and managing their own performance in delivering justice using PMM, rather than relying on external assessment such as typically is done in program evaluation and global indicators, are likely to have more success and gain more legitimacy, trust and confidence in the eyes of those they serve. The paper concludes with the recommendation of three steps that should be taken before PMM can grow into a more appropriate space in the toolkit of international development alongside of program evaluation and global indicators: (1) the PMM that is taking place today in individual justice institutions and justice systems throughout the world should be documented and disseminated; (2) PMM, program evaluation, and global indicators should be, and be seen to be, complementary and not competing technologies and disciplines of knowledge production and governance; and (3) performance measures should be made consistent and harmonized at three levels of governance — within an individual institution and its various divisions and departments; across a government’s justice system as a whole; and at the level of global governance.

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Ingo Keilitz is a Research Professor, Public Policy, and Research Associate at Institute for the Theory and Practice of International Relations (ITPIR), College of William and Mary; Adjunct Professor, Victoria University, Melbourne, Australia, 2016-2017; and Principal, CourtMetrics. This paper grew out of a seminar presented by the author April 8, 2015 at ITPIR and benefitted greatly from the participants’ comments and questions. The author also is grateful for the insightful comments and suggestions of an anonymous peer reviewer and the assistance of the editors of this Journal.