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Rethinking the Relationship Among Monitoring, Evaluation, and Results‐Based Management: Observations From Canada
Author(s) -
Lahey Robert,
Nielsen Steffen Bohni
Publication year - 2013
Publication title -
new directions for evaluation
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.374
H-Index - 40
eISSN - 1534-875X
pISSN - 1097-6736
DOI - 10.1002/ev.20045
Subject(s) - accountability , government (linguistics) , monitoring and evaluation , dual (grammatical number) , performance management , process management , political science , public administration , business , marketing , art , philosophy , linguistics , literature , law
This chapter outlines the development of performance monitoring and program evaluation at the federal level of the government of Canada. This approach stands out, as it has had a dual emphasis on both monitoring and evaluation as complementary forms of knowledge production. However, throughout its history emphases on management and accountability have shifted. The authors argue that to fulfill its potential to support results‐based management the Canadian government must adopt a more stable, balanced, and strategic approach to both performance monitoring and program evaluation. © Wiley Periodicals, Inc., and the American Evaluation Association .