Study Group on Performance in the Public Sector Dr. Steven Van de Walle, Erasmus University Rotterdam Research Group Comparative Public Services Innovation (CPSI) www.stevenvandewalle.eu

About the Study Group Started in 1986 Chairs Steven Van de Walle, Erasmus University Rotterdam Kai Wegrich, Hertie School of Governance Wouter Van Dooren, University of Antwerp Website: www.publicsectorperformance.eu

Objectives Objective 1: To gain insight in how overall performance of public administrations at the macro-level is and can be assessed, if it can be assessed at all. Objective 2: To learn more about the social mechanisms behind rankings in public sectors through a comparative approach of national practices. Objective 3: To improve theories of measurement, by studying cases of measures and comparisons of the public sectors and public institutions.

Research focus in recent years Performance measurement and public management reform (2004) The contingencies of performance measurement systems (2005) Utilisation and non-utilisation of public sector performance information: In search of real evidence (2006) A performing public sector: The 2nd TransAtlantic Dialogue (2006) Measuring and comparing the performance of public sectors and public institutions (2007) What does it mean to perform? Defining performance in the public sector (2008) The dynamics of performance (2009)

Relevance for practice To move beyond the technicalities of developing indicators To move beyond PM as a hierarchical steering instrument To embed performance indicators into organisational routines To learn more about the social mechanisms behind measurement and ranking To improve learning effects and as a way to organize cross-organisation discourse and interaction

Why measure performance? To know what is going on – operational management To reward or punish; control, appraisal and sanctions To inform the budgetary process To improve efficiency To help accountability and transparency To evaluate To raise awareness/advocacy

Some observations Production and use of performance information are often disconnected Performance indicators exist and can be used for different purposes – indicators have to be fit-for-purpose Dysfunctional effects of performance measurement and performance steering Measurement is not neutral Competing definitions of performance, and hence indicators Measurement defines what aspects of performance are important

PM system requirements Validity & reliability does it measure what it says it measures, and is it technically sound? Legitimacy is it accepted by stakeholders? Functionality can it easily be used? is it used? Technocratic systems, symbolic systems, and pragmatic systems (source: Bouckaert, 1993)

Improving PM systems Improve validity and reliability: Repeated measurement, combining different approaches Audit of measurement practices Audit of indicators and PM systems Improve legitimacy Involve stakeholders in development of PM systems Separate measurement and steering systems Improve functionality Learning fora

Moving forward Research proposals relevant to EUPAN

Improving the impact of performance information How (and why?) do politicians and high-level policy-makers use performance information? How to promote relevant use of performance information, and how to match supply and demand of indicators? How to generate learning effects in organisations? => role of learning fora

Initiatives to improve performance Efficiency and performance reviews – e.g. Gershon review Look at organisation, political support, competences Look at effects and implementation Agenda-setting Value-for-money and efficiency improvements

Comparing performance Improving the comparability of performance metrics Beyond simplistic performance and ‘governance’ indicators Does comparing work? Effects of public service rankings Effects of publishing performance information

Understanding the performance mindset Why do public services and public officials in European countries measure performance, and what do they hope to achieve by doing it? Attitudes towards measurement Is there national variation, and why? Is there a match or a mismatch between administrative cultures and performance regimes? Managerialism and reactions of professionals

Outcome steering Move from short-term, specific, isolated output indicators to outcome indicators and targets New public governance mechanisms Implications for accountability and political-administrative relations Chains, causalities and attribution problems

What can EGPA offer Network of academics for transnational research Access to the latest ideas, trends and literatures Analysis of performance data Strategic research on performance measurement and management

Study Group on Performance in the Public Sector www.publicsectorperformance.eu Van Dooren, W. & Van de Walle, S. (eds) (2008). Performance information in the public sector: How it is used. Houndmills: Palgrave.