000			01491naa a2200181uu 4500
001			0032213171537
003			OSt
005			20190211170603.0
008			100322s2009 xx ||||gr |0|| 0 eng d
100	1		_aYETANO, Ana _939095
245	1	0	_aManaging performance at local government level : _bthe cases of the city of brisbane and the city of melbourne
260			_aRichmond : _bWiley-Blackwell, _cJune 2009
520	3		_aLocal governments have been involved in a continuous reform process during recent decades. In many cases, this process has focused on the introduction of performance measurement and management. Reforms have evolved from the mere use of indicators to integrated management systems. In this article, the Balanced Scorecard, a system designed to answer the need for integrated management systems, is used as the framework to analyse how local governments have managed the use of performance management systems. The demands for better public performance, for greater customer focus, for enhanced decision-making and for increased responsiveness have an important role in the design of performance management systems. In addition, a perceived crisis in the area of management can act as catalyst for the implementation.
773	0	8	_tAustralian Journal of Public Administration - AJPA _g68, 2, p. 167-181 _dRichmond : Wiley-Blackwell, June 2009 _xISSN 03136647 _w
942			_cS
998			_a20100322 _b1317^b _cDaiane
998			_a20101222 _b1116^b _cDaiane
999			_aConvertido do Formato PHL _bPHL2MARC21 1.1 _c32032 _d32032
041			_aeng