Performance Management, Accountability, and Transparency in Italy

Performance management, accountability, and transparency are three closely interconnected concepts. Their importance in the reform processes that have characterized the regulatory evolution of the Italian public administration is evident. However, the translation of these concepts into operational practices, particularly within the Ministries, remains limited. By analysing the experiences of some top managers, the Italian context is examined using a model structured around four dimensions, each representing a key driver for effective management of performance, accountability, and transparency: administrative tradition, the role of public managers, the significance of reporting, and the emphasis on transparent results. The analysis reveals that the evolution of legislation has resulted in only minor and inconsistent changes. Furthermore, the promotion of a single regulation for the entire public sector has been ineffective due to the lack of accompanying adjustments to the levels of autonomy and responsibility of managers and organizations.