000			01856naa a2200181uu 4500
001			10370
003			OSt
005			20190211155022.0
008			030122s2005 xx ||||gr |0|| 0 eng d
100	1		_aSANDERSON, Ian _99439
245	1	0	_aPerformance management, evaluation annd learning in `modern`local government
260			_c2001
520	3		_aPublic 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
773	0	8	_tPublic Administration an International Quarterly _g79, 2, p. 297-313 _d, 2001 _w
942			_cS
998			_a20030122 _bCassio _cCassio
998			_a20060609 _b1602^b _cQuiteria
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c10496 _d10496
041			_aeng