China's public higher education institutions are an important component of public policy and development reform, especially after the gross enrolment rate of higher education exceeds 60% in 2023, the number of stakeholders involved in the policies and related systems of higher education institutions will reach a peak, making it an area of interaction between higher education, national livelihoods, and public policy governance. As the pace of China's education powerhouse construction process accelerates, college students' sensitivity to policies is gradually increasing, which directly affects their perceptions, behaviors and quality of learning, thus constituting the basic elements of student learning governance， also a component of governance system in higher education institutions . This study takes student development theory and ternary interaction theory as the framework, establishes a model of the influence mechanism of "institutional environment interaction - student development" mediated by students' overall satisfaction, and obtains data from an over decade nationwide survey of university students' learning situation database, National College Student Survey (NCSS), to explore the influence of institutional regulation on the quality of university students' development under the establishment of higher education policies, as well as how to construct the key evaluation mechanism，to influence the performance evaluation of public policies for higher education. The study explores the impact of institutional regulation on the quality of student development in colleges and universities under the policy structure of colleges and universities, as well as the key factors of how to construct relevant evaluation mechanisms. The study finds that college students use satisfaction as a mediator to evaluate their interactions with institutions, and classify the policies and institutions they come into contact with into more flexible guiding institutions and more rigid prescriptive institutions. Guidance system interactions have a greater impact on the quality of students' future development than prescriptive system interactions. Based on this, colleges and universities should focus on improving the science and reasonableness of the guiding system, creating a third institutional style that integrates the guiding and prescriptive institutional environments, promoting the establishment of a satisfaction-mediated evaluation mechanism, and optimizing the multifaceted institutional environment that focuses on students' development so as to enhance the performance of public policies，Strengthening performance-driven optimization of China's higher education policy environment, then to be a dependable case in public policy performance.

Background: How do you measure public sector performance in higher education? Our paper reflects on the state of higher education governance in Germany, particularly after significant structural changes that occurred between 1999 and 2009. The right to academic freedom guaranteed by the German Basic Law is coming under increasing pressure as a result of the reforms initiated by the Bologna Process and the introduction of the New Public Management, such as output orientation, measurability, accountability, efficiency, and effectiveness. This challenges the rule of law by weakening the fundamental right to academic freedom and thereby undermines democracy. It examines the interplay between academic freedom, constitutionally protected in Germany, and the new public management tools introduced to enhance performance in academia.

Methodology: We employ a combined law and politics perspective to analyze the dynamics of higher education governance. We draw upon the works of scholars like Klaus-Ferdinand Gärditz and Bernhard Kempen, as well as evidence from academics such as Stefan Kühl and Uwe Schimank, to understand the political processes within German higher education institutions.

Findings: Our study reveals a tension between the traditional values of academic freedom and the managerial approaches imposed on universities. Despite the constitutional guarantee of academic freedom, the introduction of management tools has led to a complex governance system where autonomy and control coexist.

Implications: The paper suggests that the future of Germany as a 'country of thinkers and poets' hinges on the balance between maintaining academic freedom and implementing effective governance policies. The authors argue for a governance model that respects individual and collective autonomy while ensuring competent, responsible, and faithful management of higher education institutions.

Conclusion: The paper calls for a nuanced understanding of governance that accommodates both legal frameworks and political strategies. It emphasizes the need for integrity, competence, and responsibility in managing the delicate ecosystem of higher education.

Le secteur ferroviaire a été soumis à d'importants bouleversements au fil des décennies, et ces changements se sont intensifiés ces dernières années. Depuis les années 1960, l'Europe a initié une politique commune de transport, et depuis les années 2000, cette dynamique s'est accélérée, avec un développement constant du cadre réglementaire, aussi bien au niveau européen que belge. Les quatre paquets ferroviaires européens ont notamment porté sur la libéralisation du secteur, avec le dernier ensemble de directives et règlements concernant l'ouverture du marché du transport interne de voyageurs et les missions de service public qui en découlent.

Le secteur ferroviaire exige d'importants investissements à long terme, avec des périodes d'amortissement également étendues. Il est nécessaire d'avoir une vision à long terme pour gérer ces investissements, le réseau et les défis variés auxquels le secteur est confronté, notamment la libéralisation, le changement climatique, le coût de l'énergie et les enjeux de mobilité.

Pour encadrer les deux entreprises publiques autonomes (EPA) belges, à savoir la Société Nationale des Chemins de fer Belges (SNCB), l'opérateur ferroviaire, et Infrabel, le gestionnaire d'infrastructure, de nouveaux contrats ont été conclus en décembre 2022. Ces contrats étaient nécessaires pour relever les défis mentionnés et pour que la Belgique puisse bénéficier du direct award, la période transitoire européenne de dix ans permettant à la SNCB de continuer à opérer sur le marché ferroviaire belge.

Le Ministre de la Mobilité a cherché à repenser ces contrats, en introduisant notamment des changements au niveau de la performance, de son évaluation et du suivi. Ces nouveaux contrats, d'une durée de dix ans, incluent une nouveauté, le « mid-term review », une évaluation à mi-parcours afin de réajuster les objectifs si nécessaire et de mettre en place un plan de suivi en cas de non-respect des objectifs sans justification légitime.

L'objectif de cette contribution est d'examiner comment ces nouveaux contrats abordent les relations entre l'État et les entreprises publiques responsables des missions de service public dans le secteur ferroviaire, et de déterminer si les nouveaux outils permettent effectivement d'atteindre les objectifs fixés ainsi que la finalité escomptée.

In the multifaceted realm of social work, the evaluation of employee performance remains a critical yet complex issue. Social workers operate in diverse environments, addressing varied client needs which makes the standardization of performance metrics particularly challenging. At the same time, the performance evaluation of social work cannot be analyzed by measuring its outcomes because these outcomes depend on numerous factors exogenous to the activity of social work (social, family, legal experiences, etc.). Considering this limit, the measurement of performance is more often based on elements relating to the activity itself such as the time spent by social workers on different activities and the quality of this time. Consequently, traditional performance assessments in social work can rely on time-sheet data, reflecting hours spent on different tasks. This paper aims to delve into the perceptual discrepancies between managers and employees regarding the interpretation of time-sheet data and its reflection of actual performance. By conducting a detailed time-sheet analysis, this study seeks to explore how these differing perceptions influence the evaluation process and propose recommendations to bridge understanding gaps, thus enhancing performance evaluations in social work settings. We anticipate analyzing 40 data points representing approximately 400 working days. The analytical strategy will employ descriptive statistics to outline basic trends and patterns, followed by inferential statistical tests, such as paired t-tests or ANOVA, to examine the significant differences in perceptions between managers and employees. This approach will help to quantitatively establish the gap in perceptions and provide a basis for developing interventions aimed at improving performance assessments.

In Palermo, a few municipal government agencies and a municipally owned corporation perform mobility policies. Towards sustainable mobility, they should perform at their best. It is unavoidable that one organisation's performance can generate or degenerate the performance of other organisations. Dynamic Performance Management (DPM) is a methodological view that integrates performance management and system dynamics. DPM was applied for measuring and managing the performance of public sector organisations. A single case study data was obtained through semi-structured interviews with stakeholders, observing mobility areas, studying mobility documents, tracking mobility news, and analysing social media regarding mobility. This research found that performance between departments and organisations is interrelated and forms a closed loop. The performance of one municipal government agency generates the performance of other municipal government agencies. Next, the performance of one municipal government agency determines the performance of a municipally owned corporation. In turn, a municipally owned corporation generates one of the municipal government agencies. The performance structure forms a reinforcing and balancing loop. To achieve sustainable performance, performance drivers and policy triggers of relevant municipal government agencies and a municipally owned corporation need an equilibrium.