Editing Government of Ethiopia (section)

=== Performance measurement system ===
Performance measurement gained prominence during the capacity-building phase with the introduction of the Result-Oriented Performance Appraisal System (ROPAS) in 2003. This initiative focused on enhancing the civil service's capacity by setting formal performance targets agreed upon by both staff and supervisors.<ref name=":6">{{Cite journal |last=Tesfaye |first=Selamawit Kassa |date=2023-10-18 |title=PERFORMANCE MANAGEMENT IN THE ETHIOPIAN CIVIL SERVICE: LESSONS FROM REFORMS |url=https://americaserial.com/Journals/index.php/AJLPA/article/view/340 |journal=American Journal of Law and Public Administration |language=en |volume=11 |issue=1 |pages=1–22 |issn=2837-2107}}</ref> However, the implementation of ROPAS encountered challenges, including difficulties in identifying appropriate performance indicators, integrating institutional roles, and optimizing management and system capacities.<ref>Debela, T., & Hagos, A. (2012). Towards a results-based performance management: Practices and challenges in the Ethiopian public sector. ''Journal of Business and Administrative Studies, 4''(1), 79-102.</ref> Since 2004, the Ethiopian government has adopted performance management techniques within the framework of the New Public Management (NPM) approach, emphasizing public sector reform to achieve results through Business Process Re-engineering (BPR) and the Balanced Scorecard (BSC).<ref name=":7">World Bank. (2016) Moving Further on Civil Service Reforms in Ethiopia: Findings and Implications from a Civil Service Survey and Qualitative Analysis, Synthesis report.</ref> Additionally, the Change Army, a uniquely Ethiopian approach, brings together political parties, civil servants, and public entities to foster strong teamwork and ensure a unified chain of command in public service delivery, all aligned with organizational goals.<ref name=":6" />

==== Business process re-engineering (BPR) ====
The Ethiopian government introduced BPR as a management technique to improve service delivery performance by redesigning organizational structures, simplifying work processes, developing service standards, enhancing customer orientation in public services, and decentralizing tasks to lower levels of government.<ref name=":5" /><ref name=":6" /> BPR has been implemented at the federal, regional, and [[Districts of Ethiopia|woreda]] government levels in almost all public institutions, with criteria focused on efficiency, including time, quantity, quality, and cost.<ref name=":5" /> Studies indicate that BPR had a significant impact on the trade sector, consistent with its role in issuing licenses.<ref name=":7" /> For example, the cycle time for preparing facilities for fieldwork in the Ministry of Agriculture and Rural Development was reduced from ten days to two hours.<ref>{{Cite journal |last=Debela |first=T. |date=2009 |title=Business process reengineering in Ethiopian public organizations: the relationship between theory and practice |url=https://www.ajol.info/index.php/jbas/article/view/57348 |journal=Journal of Business and Administrative Studies |language=en |volume=1 |issue=2 |pages=20–59 |doi=10.4314/jbas.v1i2.57348 |issn=2077-3420|doi-access=free }}</ref>

==== Balanced scorecard (BSC) ====
Since 2008, the Ethiopian government has used the BSC, which replaced ROPAS, by incorporating individual performance goals aligned with the country’s GTP and organizational targets derived from indicators such as financial management, public satisfaction levels, bureaucratic process efficiency, and employee competence.<ref name=":6" /><ref name=":7" /> For example, the implementation of BSC in the Ethiopian Financial Sector by the Ethiopian Insurance Corporation (EIC) and the Commercial Bank of Ethiopia (CBE) helped make reward practices more objective, clarified strategic direction, improved communication of strategic objectives, and encouraged learning and continuous improvement However, BSC has not been systematically implemented in all government institutions at the federal, regional, and local levels due to the lack of enhanced basic pay, performance incentives, training, and career paths. At the federal level, the system has only been fully implemented in 22 offices.<ref name=":5" />

==== The Change Army ====
The Change Army has been integrated into the civil service since 2012, bringing together the party, civil servants, and the public to enhance efficiency and collective mobilization.<ref name=":6" /> The Party Wing focuses on building national consensus around the country’s development strategy, while the civil servants consist of five levels who discuss performance reports and resolve internal issues monthly. The highest level meets with the Public Wing quarterly to discuss strategic plans and their implementation.<ref name=":7" /> The Change Army is implemented more broadly at woreda and regional levels.