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Recent decades have seen a range of public sector reforms, focusing on diverse aspects. Some of these reforms have had a structural dimension and include privatisation, downsizing and outsourcing, while others have focused on aspects such as improving access and transparency, collaboration, and innovation. This contribution explores how public sector executives rate administrative reforms in their country on a number of dimensions. It presents preliminary findings from an academic survey among 3,173 top public sector executives in 10 European countries.
This paper analyses how public managers use performance information. A sample of over 3,100 high-level public sector executives from six European countries, provided evidence of significant country variations. Considerable variations were also found in patterns of use in different policy fields; and performance indicators were not used as often in central government as in local and regional government. Implementation of performance management instruments in an organization had a strong effect on the actual use of performance information.
What capacities do states need to deal with the challenges of the contemporary age? How can the capacity of public administration be enhanced to meaningfully contribute to public problem-solving? The Governance Report 2014 develops a framework to explore the administrative capacities of the public sector in OECD countries, analyses how these capacities have been used to develop innovative policy approaches to key governance challenges , and explores governance innovations to enhance governance capacities. In addition, the Report presents a dashboard of indicators that assess administrative capacities from multiple perspectives. The Governance Report 2014 advances the debate on the problem-solving capacity of the modern state in the light of ongoing and future challenges.
Coordination Capacity
(2014)
This country report summarizes the findings from the COCOPS survey in Germany and aims to systematically map German experiences with administrative reform and performance management from a top executive perspective. It is based on answers from 566 public sector executives and separately describes the results for central government (both federal and Länder) as well as for the employment and health sector and also includes comparisons with the overall COCPS survey with 4814 answers from 10 European countries. The results of this executive survey confirm both an ongoing relevance of the legalistic Weberian tradition and a more incrementalist approach to public administration in Germany , but also bring a more nuanced image of the administrative reform introduced and implemented in Germany. The results show interesting differences at policy sector level and in particular a significantly higher adoption and institutionalization of performance management as well as a stronger reform intensity in the employment sector along with a significantly more positive assessment of these reforms. The data also indicate that a higher adoption of management instruments goes a long with a more positive assessment of administrative performance and – contrary to the common assumption – does not have a negative impact on factors such as work satisfaction, social capital and organizational commitment. From an international comparative perspective administrative we find evidence for a rather similar reform agenda with most other European countries but also a more hesitant adoption –
especially of performance management – in Germany.