Setting aside the notion of massive corruption in the government, the public is still counting on efficiency in the delivery of services in the government at all levels. And when we talk of efficiency we can not help but measure the performance of public offices and public servants.. Akin to this process is making a systematic comparison between institutional inputs (manpower, time and resources) against outputs (achievement of organization goals and objectives through service delivery). Modern day administration calls this management audit. Unfortunately when measuring efficiency you do not only determine performance of individual skills but level of maturity in public service.
When we speak of maturity in public service we are looking at self-directed employees/officials in the agency who are capable of thinking, judging, and making appropriate decisions in performing specific tasks and responsibilities leading towards the satisfaction of organizational goals and objectives. Of great importance to this is the unlocking of public-service values.
In a system where there is a scarcity of resources, public managers are squeezed between budgetary constraints and the clamor for efficiency on one hand, and demands to produce improved social outcomes from generations of stakeholders now conditioned to expect superior customer service in virtually every other aspect of their daily lives on the other. The key to the success of any organization or program is a clear and understandable method of defining, measuring, and improving performance.
At the core in the measurement of a satisfactory organizational performance is the organization’s mission.In effect, such an analytical framework can help public-sector managers answer two fundamental questions: reason for the existence of organizational program, and the parameters in the achievement of objective. Public satisfaction resides on this. Unfortunately the value of public-service can be also be complicated by cultural values, social policy, and political goals.
Public services are intended to improve social outcomes which does not only benefit the people but the government as well. In public health for example, public-service value means improving the health of the overall population: preventing illness, treating individuals’ diseases and caring for the chronically or terminally ill—all at the same time. Managing health programs that insure public health deals not only with the institutions of health but as well as the health personnel. Organizational maturity operates in the system of transparency, cooperation, commitment, and efficiency of performance. A healthy public health organization should be devoid of corruption, politics, and ineffiency.