Porovnať metódy

	Public Procurement Performance Analysis	Performance-Based Budgeting
Odbor	Public Administration	Public Administration
Rodina	Process / pipeline	Process / pipeline
Rok vzniku	2018	1966
Tvorca	OECD & World Bank (MAPS framework)	Allen Schick
Typ	Performance assessment framework	Budgeting methodology
Pôvodný zdroj	OECD. Public Procurement: principles, indicators and performance resources. Paris: OECD.	Schick, A. (1966). The Road to PPB: The Stages of Budget Reform. Public Administration Review, 26(4), 243–258.
Ďalšie názvy	Procurement Performance Measurement, Public Purchasing Performance Analysis, Procurement KPI Analysis, Public Contracting Performance Assessment	PBB, Performance Budgeting, Results-Based Budgeting, Outcome-Based Budgeting
Príbuzné	4	4
Zhrnutie	Public procurement performance analysis is the systematic measurement and evaluation of how well a government's purchasing system delivers value for money, efficiency, competition, compliance and integrity. Because procurement typically accounts for a large share of public spending — around a third of government expenditure in many OECD countries — even modest improvements yield substantial returns. The discipline computes key performance indicators from tender and contract data, benchmarks them against peers and standards, and flags risks such as collusion or corruption. Internationally it is structured by the OECD's procurement principles and the World Bank and OECD's Methodology for Assessing Procurement Systems (MAPS).	Performance-based budgeting is an approach to public budgeting that connects the funds allocated to programs with the results those programs are expected to and actually do deliver. Rather than appropriating money by line items such as salaries and supplies, it organises the budget around programs with stated objectives and performance indicators, so that resource decisions can be informed by what the money buys in terms of outputs and outcomes. Allen Schick's classic 1966 analysis of budget reform traced how budgeting evolved from controlling inputs toward management and planning orientations, of which performance budgeting is a central strand, and the OECD has documented its modern variants across member governments.