Autonomy should always have a counterpart in ensuring that government's key priorities are also being achieved. Contracts, as the counterpoint to devolution, highlight the need for a balance between rights and duties for both parties in the contract. This second model has the benefit of maximising staff ownership of changes, but can result in a very patchy situation where some agencies are much more advanced than others. Currently, the move toward contractualism offers a third and alternative model. Reforming the performance and accountability systems in public service organisations is being increasingly recognised as a learning process rather than a quick fix.
More discussion is needed on how to develop such a framework and create a consensus around it.
The papers and commentaries that follow offer many insights and raise thought-provoking questions about these contemporary issues of performance management and reform. Click here for additional information on the Public Management Service's work and publications in the area of performance management. The above 4 sections are in PDF format.