Performance management in the local public sector in France: an administrative rather than a political model

Abstract

The purpose of this research is to analyse and characterize the practices of French local authorities in the field of performance management. It sets out to do so, as a first step, by putting forward a theoretical analytical framework of the different models of local performance management. It then goes on to draw on this framework and test it empirically in order to understand the nature of the French model of local performance management. The results of our research demonstrate the existence of a French, ‘performance administration’ type model evident in the trends common to French local authorities with regard to the instrumental and methodological content and the methods of steering public performance. Points for practitioners The managerial and practical contributions of this research on local performance initiatives are twofold. First of all, it will provide an analytical and evaluative framework for this type of initiative, not only structured around planning, accountability and evaluation tools but also around steering methods. Second, this study makes it possible to take stock of and characterize French practices in the field and their limitations compared to more mature international practices. Thus, a local authority adopting this path can therefore draw on this study to determine the scope and structure of the tools to be rolled out, depending on their purpose, be it administrative and/or political.

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