000			01755pab a2200181 454500
008			180718b2011 xxu||||| |||| 00| 0 eng d
100			_aHildebrand, Richard
245			_aJoining public accountability and performance management: A case study of Lethbridge, Alberta
260			_c2011
300			_ap.41-72.
362			_aMar
520			_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.
650			_aPerformance appraisal
700			_aMcDavid, James C.
773			_aCanadian Public Administration
908			_aN
909			_a91548
999			_c91548 _d91548