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	Public Procurement Performance Analysis	Government Performance Measurement
Ämnesområde	Public Administration	Public Administration
Familj	Process / pipeline	Process / pipeline
Ursprungsår	2018	2003
Upphovsperson	OECD & World Bank (MAPS framework)	Robert D. Behn & Harry P. Hatry
Typ	Performance assessment framework	Performance management framework
Ursprungskälla	OECD. Public Procurement: principles, indicators and performance resources. Paris: OECD.	Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606.
Alias	Procurement Performance Measurement, Public Purchasing Performance Analysis, Procurement KPI Analysis, Public Contracting Performance Assessment	Public Sector Performance Measurement, Government Performance Management, Public Performance Metrics, Agency Performance Measurement
Närliggande	4	4
Sammanfattning	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).	Government performance measurement is the systematic, ongoing collection of quantitative and qualitative indicators about what public agencies put in, do, and achieve. Rather than treating measurement as a single number that grades an agency, the discipline — crystallised by Robert Behn's argument that different managerial purposes require different measures — asks first what a measure is for: evaluating, controlling, budgeting, motivating, promoting, celebrating, learning or improving. It draws heavily on Harry Hatry's practical handbook tradition of distinguishing inputs, outputs and outcomes and building measurement into routine operations. The output is not a verdict but a feedback system that ties day-to-day activity to public results.