Edited by Claire A. Dunlop and Claudio M. Radaelli
Chapter 27: Designing performance frameworks: the case of the OECD
AbstractIn this chapter the authors reflect on their experience as officials at the Organisation for Economic Co-operation and Development (OECD) without necessarily representing the official view of this organization. They report on how the OECD has approached impact assessment (IA) in the context of the wider issue of regulatory policy evaluation. Specifically, they draw on the findings about scorecards and other basic indicators of how individual IAs perform, and consider the strategic and policy issues concerning measuring and communicating performance of IA and regulatory policy.
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