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Managing Performance at Local Government Level: The Cases of the City of Brisbane and the City of Melbourne
Author(s) -
Yetano Ana
Publication year - 2009
Publication title -
australian journal of public administration
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.524
H-Index - 41
eISSN - 1467-8500
pISSN - 0313-6647
DOI - 10.1111/j.1467-8500.2009.00632.x
Subject(s) - balanced scorecard , performance management , local government , business , process (computing) , process management , performance measurement , government (linguistics) , management system , public management , focus (optics) , city management , performance indicator , public administration , operations management , marketing , computer science , economics , political science , linguistics , philosophy , operating system , physics , optics
Local 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.