By David HirschmannThis article presents a case study of performance measurement in the United States Agency for International Development’s (USAID’s) democracy and governance program. Its purpose is to illustrate the juxtaposition between the high standards of causal logic and accuracy required of performance measurement, and the untidiness involved in the ‘politics of democratization’. Based on USAID experiences in numerous countries, the article concentrates on four specific themes drawn mainly from the literature on re-engineering but also from new public administration. Problems of measurement are clearly complicated by the fact that the Agency does not deliver service directly, has limited control over its expenditures, and by the need to operate in a complex and sensitive area, across international borders and diverse political systems and cultures.
Public Money and Management ISSN: 0033-3298. 2002 Volume: 80 http://www.blackwellpublishers.co.uk/asp/journal.asp
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