Converging and diverging pressures in PBB development: the experiences of Finland and Sweden

Figures & data

Figure 1. PBB development as tension between convergence and divergence.

Table 1. Ambiguities shaping PBB development.

Finland	Sweden
Ambiguity of relevance
What is controllable is thus relevant
• Political logic vs. managerial logic	• Political logic vs. managerial logic
• Lack of coordination across processes and organizations	• Indicators decoupled from real performance
• Indicators decoupled from real performance
Crisis management
• Performance measurement and management logic challenged by unexpected events and societal problems	• Providing public services vs. measuring public performance
Ambiguity of interpretation
Does ‘A’ always lead to ‘B’?
• Abundance of information	• Call for integrating different sources of information
• Lack of learning process
• Call for networking and coordination	• Call for a balanced analysis of external and internal factors
‘Public’ matters
• ‘Papers because of papers’ and not of reality	• Not feasible and inopportune mechanical links between performance information and budgets

Table

Organization	Interviewee	Role	Length (minutes)
FINLAND
Ministry of Finance	A	Financial Counsellor – Personnel and Administrative Policy, Administration and management policy unit	60
		Negotiating official	50
	B	Personnel and Administrative Policy, Administration and management policy unit
Ministry of Economic Affairs and Employment	C	Development Manager – Employment and Entrepreneurship Department	67
Ministry of Interior	D	Director General – Migration Department	75
SWEDEN
Ministry of Finance	E	Desk officer – Department of Finance	64
The Swedish National Financial Management Authority	F	Senior Analyst	69
Ministry of Justice	G	Deputy Director – Division for Management Support and Administration	45
Statistics Sweden	H	Director General	55