Managing Performance in Local Government

Old ways of assessing performance on an ad hoc basis at individual, service and organizational levels are no longer relevant. In the late 1990s the new local government environment is rapidly changing, demanding quality, value for money and social justice. This means managers must adopt a much more coherent and holistic approach for their mixed economy of service provision. This text develops a performance management framework that embraces a range of management approaches. It is relevant to managers across the local government sector, helping them to understand the connections between different techniques at different levels within the organization, from the strategic to the operational.