This book highlights the use of an outcome-oriented view of performance to frame and assess the
desirability of the effects produced by adopted policies so to allow governments not only to
consider effects in the short but also the long run. Furthermore it does not only focus on
policy from the perspective of a single unit or institution but also under an
inter-institutional viewpoint. This book features theoretical and empirical research on how
public organizations have evolved their performance management systems toward outcome measures
that may allow one to better deal with wicked problems. Today 'wicked problems' characterize
most of governmental planning involving social issues. These are complex policy problems
underlying high risk and uncertainty and a high interdependency among variables affecting
them. Such problems cannot be clustered within the boundaries of a single organization or
referred to specific administrative levels or ministries. They are characterized by dynamic
complexity involving multi-level multi-actor and multi-sectoral challenges. In the last
decade a number of countries have started to develop new approaches that may enable to improve
cohesion to effectively deal with wicked problems. The chapters in this book showcase these
approaches which encourage the adoption of more flexible and pervasive governmental systems to
overcome such complex problems. Outcome-Based Performance Management in the Public Sector is
divided into five parts. Part 1 aims at shedding light on problems and issues implied in the
design and implementation of outcome-based performance management systems in the public
sector.Then Part 2 illustrates the experiences problems and evolving trends in three
different countries (Scotland USA and Italy) towards the adoption of outcome-based
performance management systems in the public sector. Such analyses are conducted at both the
national and local government levels. The third part of the book frames how outcome-based
performance management can enhance public governance and inter-institutional coordination. Part
4 deals with the illustration of challenges and results from different public sector domains.
Finally the book concludes in Part 5 as it examines innovative methods and tools that may
support decision makers in dealing with the challenges of outcome-based performance management
in the public sector.Though the book is specifically focused on a research target it will also
be useful to practitioners and master students in public administration .
