Introducing benchmarking in the Czech Republic and Slovakia

Abstract

In many cases the introduction of performance evaluation, performance management and performance financing schemes do not produce the expected results and even create perverse effects. The risks connected with their improper implementation are much higher in developing and transition countries, where the public sector is over-politicized, policy and management capacities are inadequate and resources and experience are limited or often almost absent.

Our study provides basic selected data on the use of benchmarking in public administration bodies in the Czech Republic and Slovakia. The findings are clear. In spite of its high potential, benchmarking is not used regularly and properly either in Slovakia or in Czechia. Subjective barriers of its implementation, for example lack of accountability, the rent seeking attitudes of elected politicians and ineffective public services schemes might be most important limits. The situation is slowly improving, but the progress will be naturally limited by territorial fragmentation.

Key words:

• Czech Republic
• performance
• performance benchmarking
• process benchmarking
• public services
• Slovakia

Notes

EGPA: the European Group of Public Administration –www.iiasiisa.be

Exchange rate 1USD≈25 SKK.

Selected research data on this issue were published in PMR (2005) 7(4).

One explanation of such non-compliance might be that external control of self-government does not exist in Czechia and was introduced in Slovakia only in 2006.

Pavel used two sources – questionnaires and official Ministry of Finance statistics. The discrepancy between cost data provided by questionnaire and via the Ministry was in some cases more than 100 per cent.

Like CIPFA and other bodies in the UK.

Slovakia introduced accrual accounting at the municipal level from 2007.