Geert Bouckaert

Community of Practice on Results Based ManagementBrussels, January 8th, 2014

Public Sector Reform: general trends in the OECD

• 1.Trajectories of reform

• 2.Pressure for performance

• 3.Specialisation for performance

• 4.Participation for performance

• 5.General trajectories and next steps

1.Trajectories of reform

P erc eived lac k o f:

- P erfo rm anc e- R es p o ns ib ility- A c c o untab ility- T rans p arenc y- C o ntro l- P o lic y c ap ac ityto guarantee res ults- . . .

A

- C reatio n o fagenc ies- M o re auto no m y- M o res p ec ialis atio n- Inc reas e o f s inglep o lic y c ap ac ities- P erfo rm anc eM eas urem entS ys tem s (P M S )- . . .

B

(1)

P R O B LE M S O LU T IO N

1.Trajectories of reformP erc eived lac k o f:

- P erfo rm anc e- R es p o ns ib ility- A c c o untab ility- T rans p arenc y- C o ntro l- P o lic y c ap ac ityto guarantee res ults- . . .

A

- C reatio n o fagenc ies- M o re auto no m y- M o res p ec ialis atio n- Inc reas e o f s inglep o lic y c ap ac ities- P erfo rm anc eM eas urem entS ys tem s (P M S )- . . .

B

- D ys func tio nalauto no m y- C entrifugalagenc ies- S ub o p tial fo c us o nagenc y o utp uts , no to n p o lic y o utc o m es- C o ns id erab letrans ac tio n c o s ts- D is c o nnec teds ingle p o lic yc ap ac ities- P ervers io ns o fP M S : "G am ing" , . . .

C

(1)

P R O B LE M S O LU T IO N

(2)

S O LU T IO N = P R O B LE M

1.Trajectories of reform

P erc eived lac k o f:

- P erfo rm anc e- R es p o ns ib ility- A c c o untab ility- T rans p arenc y- C o ntro l- P o lic y c ap ac ityto guarantee res ults- . . .

A

- C reatio n o fagenc ies- M o re auto no m y- M o res p ec ialis atio n- Inc reas e o f s inglep o lic y c ap ac ities- P erfo rm anc eM eas urem entS ys tem s (P M S )- . . .

B

- N ew / renew edc o -o rd inatio n

H T MM T MN T M

- G uaranteeeffec tive p o lic yc ap ac ity- A ud it C ap ac ityinc reas ed

D

- D ys func tio nalauto no m y- C entrifugalagenc ies- S ub o p tial fo c us o nagenc y o utp uts , no to n p o lic y o utc o m es- C o ns id erab letrans ac tio n c o s ts- D is c o nnec teds ingle p o lic yc ap ac ities- P ervers io ns o fP M S : "G am ing" , . . .

C

(1)

P R O B LE M S O LU T IO N N E W S O LU T IO N

(2)

S O LU T IO N = P R O B LE M

(3)

1.Trajectories of reformP erc eived lac k o f:

- P erfo rm anc e- R es p o ns ib ility- A c c o untab ility- T rans p arenc y- C o ntro l- P o lic y c ap ac ityto guarantee res ults- . . .

A

- C reatio n o fagenc ies- M o re auto no m y- M o res p ec ialis atio n- Inc reas e o f s inglep o lic y c ap ac ities- P erfo rm anc eM eas urem entS ys tem s (P M S )- . . .

B

- N ew / renew edc o -o rd inatio n

H T MM T MN T M

- G uaranteeeffec tive p o lic yc ap ac ity- A ud it C ap ac ityinc reas ed

D

- D ys func tio nalauto no m y- C entrifugalagenc ies- S ub o p tial fo c us o nagenc y o utp uts , no to n p o lic y o utc o m es- C o ns id erab letrans ac tio n c o s ts- D is c o nnec teds ingle p o lic yc ap ac ities- P ervers io ns o fP M S : "G am ing" , . . .

C

(1)

P R O B L E M S O L U T IO N N E W S O L U T IO N

(2)

S O L U T IO N = P R O B L E M

(3)

-H : p urerec entralis atio nM : p rivate

m o no p o liesN : s ym b o lic p o lic y,

w eak netw o rks- A ud it-T s unam i- N ew p erfo rm anc etriggered R ed T ap e- Es tab lis h d is trus tw ithin the p ub lics ec to r

S O L U T IO N = P R O B L E M

1.Trajectories of reformP erc eived lac k o f:

- P erfo rm anc e- R es p o ns ib ility- A c c o untab ility- T rans p arenc y- C o ntro l- P o lic y c ap ac ityto guarantee res ults- . . .

A

- C reatio n o fagenc ies- M o re auto no m y- M o res p ec ialis atio n- Inc reas e o f s inglep o lic y c ap ac ities- P erfo rm anc eM eas urem entS ys tem s (P M S )- . . .

B

- N ew / renew edc o -o rd inatio n

H T MM T MN T M

- G uaranteeeffec tive p o lic yc ap ac ity- A ud it C ap ac ityinc reas ed

D

- D ys func tio nalauto no m y- C entrifugalagenc ies- S ub o p tial fo c us o nagenc y o utp uts , no to n p o lic y o utc o m es- C o ns id erab letrans ac tio n c o s ts- D is c o nnec teds ingle p o lic yc ap ac ities- P ervers io ns o fP M S : "G am ing" , . . .

C

(1)

P R O B L E M S O L U T IO N N E W S O L U T IO N

(2)

S O L U T IO N = P R O B L E M

(3)

N E W S O L U T IO N ?

-H : p urerec entralis atio nM : p rivate

m o no p o liesN : s ym b o lic p o lic y,

w eak netw o rks- A ud it-T s unam i- N ew p erfo rm anc etriggered R ed T ap e- Es tab lis h d is trus tw ithin the p ub lics ec to r

- R e-es tab lis h T rus t- R e-eq uilib rateT rus t andP erfo rm anc e- P erfo rm anc ego vernanc e- . . .

S O L U T IO N = P R O B L E M N E W P R O B L E M ?

2.Pressure for performance

I II

III IV

1

32

-- ++

internalpressure

externalpressure

--

++

2.Pressure for performance

Policy development&

internal ex anteevaluation

externalex ante

evaluation

decision

externalex post

evaluation

internalex post

evaluation

monitoring & controlstrategy - finance - personnel - organization - communication

Input OutputActivity

Objectives

Effect

Needs

Trust

7

6

5

4

321

Environment

2. Pressure for performance: Trust as ‘Income’

T R U S T IN P U T A C T IV IT Y O U T P U T O U T C O M E

2.Pressure for performance: Trust as cause and effect

T R U S T

O U T C O M E IN P U T

A C T IV IT YO U T P U T

Integrating micro-meso-macro

performance frameworks

Macro-level

Meso-level

Micro-level

Input Activity Output Effect/Outcome Trust

Input Activity Output Effect/Outcome Trust

Input Activity Output Effect/Outcome Trust

2.Pressure for performance

• Performance administration

• Managements of performances

• Performance management

• Performance governance

3.Specialisation for performance

I II

III IV

1

3

2

high le ve l o fo rganizat io nalpro l i f e rat io n

lo w le ve l o fc o o rdinat io nand c o ns o l idat io n

lo w le ve l o fo rganizat io nalpro l i f e rat io n

high le ve l o fc o o rdinat io nand c o ns o l idat io n

3.Specialisation for performance

c o n s o lid a tio n

o r g . p r o lif e r a tio n

N e w Z e a la nd

1

2

3

4.Participation for performance

Co-Quality Model (CQM)

• Co-design

• Co-decide

• Co-implement

• Co-evaluatie

5.General trajectories and next steps

Typologies:

Maintain, Modernise, Marketise, Minimise

Models:

New Public Management, Neo-Weberian State, New Public Governance

Is it possible to reform?

• Pollitt: SSS: Slogans, Short Term, Savings

• Research of COCOPS: little evidence, many perceptions

• Crisis versus reform

5.General trajectories and next steps

• Rebuild trust within the public sector• Rebalance trust based and performance based

control systems• Renew co-ordination (smart hierarchies, citizen

focused markets, sustainable networks)• Use a Performance Governance framework• Build societal consensus for reform• Add a meso focus (policy) to the micro focus

(organisation)• Anticipate problems caused by ‘solutions’

References• Verhoest Koen, Van Thiel Sandra, Bouckaert Geert, Laegreid Per (Eds) (2012)

Government Agencies: Practices and Lessons from 30 Countries. Palgrave McMillan, Basingstoke, 474 p.

• Pollitt Christopher, Bouckaert Geert (2011, 3d expanded ed.) Public Management Reform, A Comparative Analysis - NPM, Governance and the Neo-Weberian State. Oxford University Press, Oxford, 367 p.

• Bouckaert Geert, Peters B. Guy, Verhoest Koen (2010) The Coordination of Public Sector Organisations. Palgrave McMillan,Basingstoke, 311 p.

• Van Dooren Wouter, Geert Bouckaert, John Halligan (2010) Performance Management in the Public Sector. Routledge: London, pp. 208

• Bouckaert Geert, Peters B. Guy, Verhoest Koen (2010) The Coordination of Public Sector Organisations. Palgrave,Basingstoke, 311 p.

• Pollitt Christopher, Bouckaert Geert (2009) Continuity and Change in Public Policy and Management. E. Elgar, Cheltenham, 223 p.

• Bouckaert Geert, Halligan John (2008) Managing performance, International comparisons. Routledge, London, 440p.

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