Abstract
This chapter will bring together two bodies of the literature addressing some of the most important issues in contemporary public administration and governance: policy coordination and performance management.
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Notes
- 1.
There are, of course, means of attempting to strengthen the use of judgment such as using multiple coders and testing inter-coder reliability, but the method still ultimately relies on judgment, whether expert or not.
- 2.
By negative coordination Sharpf meant that organizations were aware of each other’s activities and goals, and attempting not to conflict. Positive coordination, on the other hand, implies that rather than simply avoiding conflicts the organizations would attempt to work together. And finally strategic coordination would mean working together toward broader, systemic goals.
- 3.
One classic case of information hoarding occurred in the American federal bureaucracy when various intelligence organizations did not share information prior to the 9/11 disaster. See Peters (2015).
- 4.
On the resource dependency model considered more generally see Davis and Cobb (2010).
- 5.
One small component of the Affordable Care Act in the United States penalizes hospitals for high rates of readmission. But the problem may be less with the hospital itself than with the linkages to social services.
- 6.
That is, for corn in particular not only are the ears of corn used to make ethanol but the stalk and all.
- 7.
Very few countries are now self-sufficient in food production so trade and aid are essential elements of food policy.
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Bianchi, C., Peters, B.G. (2018). Measuring Coordination and Coherence: Assessing Performance Across the Public Sector. In: Borgonovi, E., Anessi-Pessina, E., Bianchi, C. (eds) Outcome-Based Performance Management in the Public Sector. System Dynamics for Performance Management, vol 2. Springer, Cham. https://doi.org/10.1007/978-3-319-57018-1_8
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