01871pab a2200193 454500008004000000100002400040245009800064260000900162300001300171362000800184520126500192650002601457700002201483773003501505908000601540909001001546999001701556952010401573180718b2011   xxu||||| |||| 00| 0 eng d  aHildebrand, Richard  aJoining public accountability and performance management: A case study of Lethbridge, Alberta  c2011  ap.41-72.  aMar  aThis article presents an in-depth assessment of how performance measurement, public reporting, and internal performance management have been merged in Lethbridge, Alberta. Business-unit managers and council members both share the view that performance measurement and reporting are useful and that performance information is credible. This finding contrastsssssssssss with the more general view that performance information is not used much, despite widespread commitments to collecting it. In Lethbridge, a balance has been struck between performance measurement for management uses and council uses. The current system is driven by managers who share the view that performance measured and reporting are useful for improving programs and providing information that can be a part of public accountability. If performance measurement is to add value in public-sector organisations, it needs to have the continued support of managers - they are key to developing the measures, collecting the information and using it, and sustaining such systems. Changes that undermine the trust that is critical to a workable compromise for performance measurement, public reporting and performance management ultimately undermine the integrity of these systems. - Reproduced.  aPerformance appraisal  aMcDavid, James C.  aCanadian Public Administration  aN  a91548  c91548d91548  00104070aIIPAbIIPAd2018-07-19hVolume no: 54, Issue no: 1pAR92008r2018-07-19w2018-07-19yAR