Towards performance governance in healthcare: An analysis of Italian local health units

Abstract

AbstractPurposeBouckaert and Halligan (2008) proposed four ideal types of performance management systems, ranging from a disconnected and input‐led approach (performance administration) to a model in which performance management is fully integrated with both the internal and external context of an organisation (performance governance). This article empirically analyzes performance plans issued by Italian Local Health Units (LHUs) to provide a first nationwide snapshot of the different ideal‐types of performance management that each (LHUs) have reached, in a ‘performance governance’‐oriented perspective.DesignThis paper employs a qualitative methodology based on document analysis. The model orienting the analysis features six dimensions capturing the ideal‐types characteristics and what the Italian performance regulations prescribe. Data was derived from the performance plans adopted by the Italian LHUs on the condition that they made the documentation necessary for the analysis public on their institutional website.FindingsFor a ‘performance governance’ oriented approach, two elements are considered relevant: familiarity with the analysis of stakeholders and context. In our sample, consisting of 63 performance plans out of 99 Italian LHUs, it was challenging to identify specific territorial clusters, due to significant heterogeneity. The role of strategic objectives, integration between cycles, and context analysis seems to positively influence the orientation towards a ‘performance governance’ approach.Originality/ValueThe application of Bouckaert and Halligan's ideal‐types has only been episodically investigated in the healthcare sector, mainly at the individual health unit or Region level. This article's innovative contribution consists of conducting a qualitative analysis based on a replicable taxonomy that enables further national comparisons. Furthermore, it highlights the need for public healthcare systems to engage more with external stakeholders to improve the quality of their performance governance.