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Setting Public Service Outcome Targets: Lessons from Local Public Service Agreements

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  • George Boyne
  • Jennifer Law

Abstract

Public agencies in the UK and elsewhere are increasingly required to set outcome targets as a strategy for improving their services. A crucial element of this ‘results orientation’ is a clear definition of the desired outcomes and a specification of appropriate performance indicators. A recent example of this policy in the UK—Local Public Service Agreements (LPSAs)—is examined in this article. The authors’ analysis of the first generation of LPSAs shows that just under half of the indicators used were measures of outcome. The authors explain the ‘wicked’ issues in outcome measurement that emerged from the research.

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  • George Boyne & Jennifer Law, 2005. "Setting Public Service Outcome Targets: Lessons from Local Public Service Agreements," Public Money & Management, Taylor & Francis Journals, vol. 25(4), pages 253-260.
    • Handle: RePEc:taf:pubmmg:v:25:y:2005:i:4:p:253-260
    DOI: 10.1080/09540962.2005.10600128
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    Cited by:

    1. Mario Nicoliello & Dennis Tracchia, 2014. "La misurazione della performance nel settore pubblico: il caso del trasporto pubblico locale," MANAGEMENT CONTROL, FrancoAngeli Editore, vol. 2014(1), pages 35-53.
    2. Anderson, Stuart, 2012. "Public, private, neither, both? Publicness theory and the analysis of healthcare organisations," Social Science & Medicine, Elsevier, vol. 74(3), pages 313-322.
    3. Fabio DE MATTEIS & Daniela PREITE, 2013. "Italian Local Public Services: Some Governance Highlights From The Larger Cities� Experience," Journal of Public Administration, Finance and Law, Alexandru Ioan Cuza University, Faculty of Economics and Business Administration, vol. 3(3), pages 7-17, June.
    4. Patrick J. Devlin, 2010. "Exploring efficiency's dominance: the wholeness of the process," Qualitative Research in Accounting & Management, Emerald Group Publishing Limited, vol. 7(2), pages 141-162, June.

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