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Lookup NU author(s): Dr Toby Lowe
This work is licensed under a Creative Commons Attribution-NonCommercial-NoDerivatives 4.0 International License (CC BY-NC-ND).
It is now routine to say that there are a wide range of organizations which undertake activity to enact social policy objectives. The range of organizations involved in enacting social policy are one demonstration that previously clear boundaries between state and civil society are now more problematic to draw with any clarity.In the field of the performance management of public services, this blurring of the boundaries between state and civil society has been recognized in the shift from speaking about performance management to performance governance (PG). It is now recognized that social interventions often involve multiple stakeholders, including both citizens themselves, and a range of private and voluntary sector organizations (Conaty, 2012Conaty, F. (2012), Performance management challenges in hybrid NPO/public sector settings: an Irish case. International Journal of Productivity and Performance Management, 61, 3 pp. 290–309. doi: 10.1108/17410401211205650[CrossRef]; Halligan et al., 2012Halligan, J., Sarrico, C. and Rhodes, M. L. (2012), On the road to performance governance in the public domain? International Journal of Productivity and Performance Management, 61, 3, pp. 224–234. doi: 10.1108/17410401211205623[CrossRef]). As a result, new concepts of PG, and in particular shared accountability, have developed. This is also reflected in the ‘collective impact’ movement (FSG, 2015FSG (2015), Seewww.fsg.org/approach-areas/collective-impact).The effect of introducing governance is to expand the realm of ‘managing for performance’ that both opens up the black box and goes well beyond. It suggests greater complexity and less direct control by governments. Several strands of PG can be differentiated. First there are organizational relationships both within and beyond the public sector that cover a range of collaborations through networks, partnerships, and co-ordination mechanisms that are governed by performance mechanisms. Public sector organizations linking to and partnering with private, not-for-profit, non-governmental and ad hoc citizen groups are all part of governing. The second dimension covers participation and citizen engagement in performance feedback (Halligan et al., 2012Halligan, J., Sarrico, C. and Rhodes, M. L. (2012), On the road to performance governance in the public domain? International Journal of Productivity and Performance Management, 61, 3, pp. 224–234. doi: 10.1108/17410401211205623[CrossRef], pp. 226–227).
Author(s): Lowe T
Publication type: Article
Publication status: Published
Journal: Public Money and Management
Year: 2017
Volume: 37
Issue: 2
Pages: 79-80
Print publication date: 01/02/2017
Online publication date: 12/01/2017
Acceptance date: 16/12/2016
Date deposited: 02/02/2017
ISSN (print): 0954-0962
ISSN (electronic): 1467-9302
Publisher: Taylor and Francis
URL: http://dx.doi.org/10.1080/09540962.2016.1266141
DOI: 10.1080/09540962.2016.1266141
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