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Performance Management in the Public Sector

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'Varieties of Public Sector Labour Markets: Transformed?' 7./8. ... (N=82 St dte 5.000 EW) Performance reports (tableaux de bord; 30%); St dte ber 20.000 EW: 50 ... – PowerPoint PPT presentation

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Title: Performance Management in the Public Sector


1
Performance Management in the Public Sector
  • Approaches and Impacts in European Local
    Governments

2
Questions
  • How is Performance Management implemented in
    European Local Governments (England, France,
    Germany)?
  • What are the effects of different variants of
    Institutionalization?

3
Research Background
  • HBS-project Ten Years of the New Steering
    Model Evaluation of Local Government Reform
    (2004-2006)
  • DFG-project European Local Systems under Change
  • (2007-2009)
  • with Jörg Bogumil, Sabine Kuhlmann, Falk
    Ebinger, Renate Reiter at the universities of
    Bochum and Potsdam

4
Structure of Presentation
  • Performance Management and the NPM
  • The Implementation of Performance Mangement in
    three countries (E,F,G)
  • Effects on the Local Level
  • Conclusions

5
A New Wave?
  • The movement has been striking because of the
    number of nations that have taken up the reform
    agenda in such a short time and because of how
    similar their basic strategies have been (Kettl
    20001)
  • Diagnoses
  • Extensification
  • Intensification
  • Externalisation
  • But Big Differences between States and
    Administrative Levels

6
Performance Management (PM) The Promise
  • Performance Management for
  • Improvement
  • Efficency and Savings
  • Accountability
  • Protection
  • Learning and Self-Improvement

7
Variants of Perf. Measurements
  • External vs. Internal
  • Measured units
  • Measured levels
  • Measured dimensions
  • Problems of measurability, multidimensionality
    and comparability
  • Transparency
  • Unintended consequences

8
European Local Governments Traditional Profiles
9
Reform Experiences since the 80s
10
England Externally imposed Perf. Management
  • Replacement of CCT durch Best Value (BV, 1999)
    and the Comprehensive Performance Assessment
    (CPA, 2002)
  • BV indicator based supervision of local
    performance and output quality
  • Binding for all local councils
  • Annual review of Performance Indicators
  • Requirement for LGs to develop BV-Performance
    Plans
  • Periodical evaluation of local services

11
(No Transcript)
12
France Pragmatism from bottom up
  • Communes innovatrices as triggers of reform
    (bottom up)
  • Performance and Quality control for outsourced
    services (délegation)
  • State level as follower (LOLF) global budgeting,
    performance evaluation (top down)
  • Spread of Quality and performance Management
  • (N82 Städtegt5.000 EW)
  • Performance reports (tableaux de bord 30)
    Städte über 20.000 EW 50
  • Cost accounting (comptabilité analytique 55)
  • Professional Controlling (15)
  • contratualisation (contrats dobjectifs)

13
Germany Performance Management by Blueprint NSM
  • New Steering Model (NSM as a blueprint of reform
  • Bottom-up-Movement
  • Discursive Hegemony 82,4 NSM-oriented
    municipalities (over 10.000 Inhabitants)
  • But large implementation gap

14
(n870)
15
Comparison of PM-systems
16
Effects England
17
(No Transcript)
18
Effects France
19
Effects Germany
20
(No Transcript)
21
Conclusions
  • Strong (at least disursive) impulse for
    installation of procedures of self-evaluation and
    monitoring with the possibility of organizational
    learning
  • Gains in transparency for decision-makers which
    could foster accountability
  • In the case of voluntary systems in F and G the
    implementation remains heterogenous and
    incomparable
  • The use of information for evidence-based
    decision-making remains low in highly
    standardized systems
  • Costs for conception, implementation and standard
    operation of PM remain high
  • Transparency deficits in continental Europe
    remain
  • Political decision makers show little interest in
    making data transparent

22
Perspectives
  • Growing importance of PM due to fiscal pressures
    and interventions from the state level
  • Growing self-interest of decision-makers for
    evidence-based policy-making (accountability)?
  • Quality management as a part of consumer
    democracy (Sweden)
  • Fostering the use of performance data for
    steering?
  • Reduction in the number of indicators
  • Orientation on real steering needs
  • Abdication of generalist approaches

23
  • Thank you for your attention!
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