Monitoring Performance in the Public Sector: Future Directions From International Experience by John Mayne

Author:John Mayne [Mayne, John]
Language: eng
Format: epub
Tags: Political Science, Public Affairs & Administration
ISBN: 9781351504843
Google: cCExDwAAQBAJ
Goodreads: 36078909
Publisher: Routledge
Published: 1997-01-01T00:00:00+00:00

The Use of Targets and Indicators

The U.K. experience had an initial aim of being able to make decisions based on performance measures. This is now partly the case: the performance-related pay of management staff and the group-bonus schemes are dependent on exceeding targets. When an agency is not able to achieve its targets, the amount of flexibilities allowed in its framework document can be revised. The policy of user fees can also be related to performance measures: if an agency is able to demonstrate that an increase of fees will make its action more effective (for example by enabling the delivery of more sophisticated services which in the medium term will attract more users), it can propose this change to the minister and the Treasury.

In France, the Treasury has never accepted the idea that decisions could be based on performance measures, at least not at a national level. Rather, the Treasury thinks that budget choices are the result of political considerations which have only a remote relationship with performance. It may also be the case that the Treasury does not want to make its own criteria of choice explicit or public.

In spite of these differences, both countries have to face common issues:

How is it possible to take performance measures into account in budget allocations without having negative impact on the service users?

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