Policy, Performance and Management in Governance and Intergovernmental Relations Transatlantic Perspectives
Edited by Edoardo Ongaro, Andrew Massey, Marc Holzer and Ellen Wayenberg
Chapter 15: Managing Performance Across Levels of Government: Lessons Learned or Reproducing Disconnects?
15. Managing performance across levels of government: lessons learned or reproducing disconnects? Geert Bouckaert and John Halligan Country approaches to managing performance vary according to the levels of integration of measurement and incorporation of performance information. There have been both trends towards greater integration of many systems of performance management and public management generally. This chapter focuses on countries with developed performance management systems at the national level, and the implications of extending such approaches to inter-governmental relations and sub-national jurisdictions in terms of outcomes and accountability. Four ideal types of managing performance (performance administration, managements of performances, performance management and performance governance) are combined with three approaches to assess IGR performance (segregated, partly integrated, consolidated) resulting in 12 possible models for assessing IGR performance. How are performance management frameworks developed at one level of government transferable to another level once contextual realities are taken into account? INTEGRATING MANAGEMENT The international trend for greater integration in public management is expressed in different ways. One indication of this emphasis is the rise of ‘joined up government’ – also variously termed whole of government and horizontal government – a development in public sector practice that attempts to promote inter-agency collaboration and cooperation in the pursuit of government policy goals that reflects both traditional coordination and new forms of organizing to connect distinct parts of the public 236 M2495 - ONGARO PRINT.indd 236 04/03/2011 16:56 Managing performance across levels of government 237 sector (Bogdanor 2005). A second and overlapping tendency, has been a more...
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