Measuring What Matters: Tracking Decision Flow Instead of Task Completion

Building on the observation that bottlenecks often appear at decision points rather than during task execution, a more effective performance management approach involves tracking the time spent awaiting approvals. Many public organizations are structured around output metrics, which measure how much work is getting done. However, these metrics often mask the delays embedded in the approval process, where tasks sit idle while waiting for authorization. By focusing on the decision queue, managers can identify and address these hidden inefficiencies that impair throughput.

Implementing dashboards that visualize pending approvals by department or functional area is one practical step. This transparency helps leaders see where work is stalling and shifts attention away from completed work toward the areas that are slowing overall progress. For example, the City of San Diego's Performance and Analytics Department uses process mapping and cycle time tracking to uncover where approvals are delaying service delivery, allowing targeted interventions that have resulted in measurable improvements in turnaround times for permits and inspections¹.

Using Automation to Eliminate Approval Backlogs

Automation plays a crucial role in accelerating decision cycles by removing manual steps that require human attention. Electronic workflows, for instance, can route documents automatically to the appropriate authority and send alerts when approvals are delayed. This reduces reliance on staff to manage routing and follow-up manually. Additionally, decision logic can be built into systems to enable automatic approvals for routine, low-risk transactions, reserving manual review for exceptions.

A practical example is the implementation of robotic process automation (RPA) in North Carolina’s Department of Information Technology, which automated repetitive approval steps in procurement processes. This change reduced approval cycle times by more than 40 percent and freed staff to focus on higher-value decision-making activities². For smaller local governments, even modest steps such as templated email reminders or workflow management software like Trello or Asana can provide immediate benefits without requiring complex IT infrastructure.

Aligning Authority with Accountability

One structural issue that frequently causes bottlenecks is misaligned authority - where the individual expected to make a decision lacks either the confidence or the mandate to do so. In many public offices, risk aversion leads to centralization of authority, slowing down approvals as decisions get routed upward unnecessarily. This often stems from unclear delegations of authority or outdated organizational charts that do not reflect current responsibilities.

Addressing this requires a governance review to ensure that decision rights are delegated at the appropriate level. In Prince William County, Virginia, a review of procurement thresholds led to the delegation of contract approvals under $100,000 to department heads, which resulted in a 30 percent reduction in contract processing time without compromising oversight³. Empowering staff at the right levels and training them to make informed decisions can significantly reduce delays and improve throughput.

Leveraging Financial Management for Process Improvement

From a finance perspective, delays in approvals not only slow service delivery but also create budgetary inefficiencies. Funds may sit unspent due to delayed procurements, or projects may be rushed at the end of a fiscal year to meet spending targets. To mitigate this, finance teams should work closely with operational departments to forecast cash flows and spending needs based on anticipated approval timelines, not just budget allocations.

Zero-based budgeting (ZBB) and performance-based budgeting (PBB) both offer frameworks that tie funding to outcomes and timelines, helping identify where delays in approvals are causing financial drag. For instance, the City of Baltimore’s shift to outcome-based budgeting required departments to present clear timelines and milestones for each funded initiative, which exposed approval-related delays and led to targeted process redesigns⁴. This integration between finance and operational management creates a feedback loop where delays are both visible and financially measurable.

Creating a Culture of Continuous Process Review

Sustainable improvements in decision-making and financial management require a culture that values continuous process evaluation. While one-time interventions can yield short-term gains, lasting change comes from embedding review mechanisms into regular operations. This could involve monthly performance reviews that include metrics such as average approval time per department, variance from service level targets, and cumulative delay days.

One effective approach is the use of Lean or Six Sigma methods adapted for government operations. Washington State's Results Washington initiative uses Lean principles to identify and eliminate waste in administrative processes, including those tied to approvals and financial workflows⁵. By involving frontline staff in process mapping and problem-solving, agencies can uncover bottlenecks and redesign workflows in a way that is both practical and sustainable.

Conclusion: Managing for Flow, Not Just Control

The original observation - that bottlenecks often occur at points of authority rather than execution - highlights a fundamental challenge in management and finance: the tendency to overemphasize control at the expense of flow. Public offices seeking to improve service delivery should focus on tracking and improving the flow of decisions through the system. This requires aligning authority with responsibility, using automation to remove friction, and integrating financial oversight with operational planning.

Practical steps include measuring approval times, automating routine decisions, delegating authority appropriately, and tying financial plans to operational realities. These strategies together can double or even triple throughput, not by demanding more from staff, but by removing the obstacles that prevent them from executing efficiently. When managers focus on flow instead of just compliance, they unlock the full potential of their teams and significantly improve outcomes for the communities they serve.

Bibliography

1. City of San Diego, “Performance and Analytics Department Annual Report,” 2022, https://www.sandiego.gov/sites/default/files/pad-annual-report-2022.pdf.

2. North Carolina Department of Information Technology, “RPA in State Government,” 2021, https://it.nc.gov/documents/rpa-case-study/download.

3. Prince William County Government, “Procurement Process Optimization Report,” 2020, https://www.pwcva.gov/assets/documents/procurement-optimization-report.pdf.

4. City of Baltimore, “Outcome Budgeting Overview,” Department of Finance, 2021, https://finance.baltimorecity.gov/budget/outcome-budgeting.

5. Results Washington, “Lean Transformation in State Government,” Office of the Governor, 2023, https://results.wa.gov/what-we-do/lean.