The performance measurement paradox in local government management
By: PLANT, Thomas
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Material type: 
ArticlePublisher: Washington : Internacional City/County Management Association ICMA, May 2006PM Public Management 88, 4, p. 16-21Abstract: Senior decision makers in government organizations increasingly view performance measurement as an important tool for dealing with emerging financial constraints, the public's seemingly contradictory demands for higher service levels and cost reductions in service delivery, requirements for increased government transparency and accountability, and the need for better information to support strategic decision making. Implementing a performance measurement system in a government organization is often a challenging proposition, however, because multiple goals and a constatly changing organization environment can result in conflict over organizational priorities. As a result, a paradox exists in performance meansurement implementation: a one-size-fits-all approach and a high-level accountability framework that focuses on just the development and reporting of performance measurement information often bring little tangible benefit. Greates results will be achieved when measurement information is integrated into Key processes and systems within organization while factoring in the unique demands and limitations of local government's organizational culture and environment
Senior decision makers in government organizations increasingly view performance measurement as an important tool for dealing with emerging financial constraints, the public's seemingly contradictory demands for higher service levels and cost reductions in service delivery, requirements for increased government transparency and accountability, and the need for better information to support strategic decision making. Implementing a performance measurement system in a government organization is often a challenging proposition, however, because multiple goals and a constatly changing organization environment can result in conflict over organizational priorities. As a result, a paradox exists in performance meansurement implementation: a one-size-fits-all approach and a high-level accountability framework that focuses on just the development and reporting of performance measurement information often bring little tangible benefit. Greates results will be achieved when measurement information is integrated into Key processes and systems within organization while factoring in the unique demands and limitations of local government's organizational culture and environment
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