Performance management, evaluation annd learning in `modern`local government
By: SANDERSON, Ian
.
Material type: 
ArticlePublisher: 2001Public Administration an International Quarterly 79, 2, p. 297-313Abstract: Public sector reforms throughout OECD member states are producing a new model of `public governance`embodyng a more modest role for the state and a strong emphasis on performance management. In the UK the development of performance management in the context of the `new public management` has been primarily `top-down` with a dominant concern for enhancing control and `upwards accountablity`rather than promoting learning and improvment. The development of performance management and evaluation in local government in the UK has been conditioned by external pressures, especially reforms imposed by central government, which have encouraged an `instrumental-managerial`focus on performance measurement. The new Labour government`s programme of `modernizing local government`laces considerable emphasis on performance review and evaluation as a driver of continuous improvement inpromotng Best Value. Howeer, recent reserach has indicated that the capacity for evaluation in localgovernment is uneven and many obstacles to evaluation exist in organizational cultures. Local authorities need to go beyond the development of review systms and processes to ensure that the capacity for evaluation and learning is embeded as an attribute of `culture` in order to achieve the purpose of Best Value
| Item type | Current location | Collection | Call number | Status | Date due | Barcode |
|---|---|---|---|---|---|---|
| Periódico | Biblioteca Graciliano Ramos | Periódico | Not for loan |
Public sector reforms throughout OECD member states are producing a new model of `public governance`embodyng a more modest role for the state and a strong emphasis on performance management. In the UK the development of performance management in the context of the `new public management` has been primarily `top-down` with a dominant concern for enhancing control and `upwards accountablity`rather than promoting learning and improvment. The development of performance management and evaluation in local government in the UK has been conditioned by external pressures, especially reforms imposed by central government, which have encouraged an `instrumental-managerial`focus on performance measurement. The new Labour government`s programme of `modernizing local government`laces considerable emphasis on performance review and evaluation as a driver of continuous improvement inpromotng Best Value. Howeer, recent reserach has indicated that the capacity for evaluation in localgovernment is uneven and many obstacles to evaluation exist in organizational cultures. Local authorities need to go beyond the development of review systms and processes to ensure that the capacity for evaluation and learning is embeded as an attribute of `culture` in order to achieve the purpose of Best Value
Click on an image to view it in the image viewer
There are no comments for this item.