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

2. 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:

3. 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.

4. 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)

5. 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

6. 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

7. 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

8. 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)

9. 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

10. Moving forward
Research proposals relevant to EUPAN

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

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