Performance Measurement in European local governments: a comparative analysis of reform experiences in Great Britain, France, Sweden and Germany

• Published in: International review of administrative sciences 2010-06, Vol.76 (2), p.331-345
• Main Author: Kuhlmann, Sabine
• Format: Article
• Language: English
• Subjects: Comparative analysis; Comparative studies; Disclosure; Evaluation; Federal Republic of Germany; France; Great Britain; Implementation; Local government; Modernization; Performance evaluation; Reform; Reforms; Research methodology; Success; Sweden; Transparency; Variants
• ISSN: 0020-8523; 1461-7226
• DOI: 10.1177/0020852310372050

Using the examples of France, Germany, Sweden and Great Britain, countries which represent different models of local government and administration in Europe, the author sets out the different approaches at reform, channels of implementation and the impacts of Performance Measurement at the local level. Based on the results of empirical research, the article focuses on two major themes: the similarities and differences between the performance measurement systems in the four countries on the one hand, and the impacts of these reforms on administrative action on the other hand. The analysis and comparison of the reforms in these four countries have enabled the author to draw the following conclusions: a strong culture of transparency combined with a voluntary approach allow for optimum use of local performance measurement and comparison, while compulsory, highly standardized, top-down imposed procedures are expensive and do not have the desired learning effects. Points for practitioners The comparative study of the four countries demonstrates the advantages and disadvantages of the different variants (design, steering and implementation) of Performance Measurement at the local level. The author shows that steering (top-down versus bottom-up; voluntary versus compulsory), the design of the measurement instruments, the transparency of information relating to performance and political support or rejection contribute greatly to the success or failure of reform procedures. In this context, the author recommends in particular greater use of performance measurement results and therefore a reduction in the political and administrative reticence with regard to transparency.