Il tema della misurazione delle performance è ormai da tempo centrale anche nel settore pubblico, tuttavia, sia a livello nazionale che internazionale, viene sottolineato lo stadio di sviluppo ancora non particolarmente evoluto piuttosto elementare dei sistemi di misurazione. L’emanazione del d.lgs. 150/2009 ha indubbiamente rappresentato l’occasione per “rivitalizzare” l’attenzione sul tema che, nella visione del legislatore, viene affrontato ricomponendo a sistema una serie di valori che erano già presenti nelle riforme precedenti. Obiettivo del lavoro è quello di individuare, mediante l’analisi di un caso sulla base degli approcci teorici e delle prassi più evolute, quali siano alcune delle possibili condizioni e le soluzioni tecniche affinché l’applicazione del decreto 150/2009 possa costituire fattore di reale cambiamento nei processi di programmazione, controllo e valutazione delle performance.
Performance measurement has taken on a central role also in the public sector. Nevertheless in both the national and the international context, the ongoing debate underlines that measurement systems are still at a basic stage of development. The issue of legislative decree n.150/2009 undoubtedly has represented an opportunity to “revive” interest in this subject which, from the legislator’s point of view, involves reconstructing a set of values that had already been introduced in earlier reforms. The aim of this paper is to identify, through the analysis of a case study using the most advanced theoretical approaches and practices, the conditions and technical solutions that would allow the application of decree 150/2009 to be a real driver of change in the processes of planning, control and evaluation of performance.
Performance measurement has taken on a central role also in the public sector. Nevertheless in both the national and the international context, the ongoing debate underlines that measurement systems are still at a basic stage of development. The issue of legislative decree n.150/2009 undoubtedly has represented an opportunity to “revive” interest in this subject which, from the legislator’s point of view, involves reconstructing a set of values that had already been introduced in earlier reforms. The aim of this paper is to identify, through the analysis of a case study using the most advanced theoretical approaches and practices, the conditions and technical solutions that would allow the application of decree 150/2009 to be a real driver of change in the processes of planning, control and evaluation of performance.
