Each chapter highlights enduring issues in public administration theory and practice (e.g., political control of the bureaucracy, ethical procurement and personnel processes, intergovernmental management, several others). The timelessness of the strategies and the authors' strong desire to motivate the best and brightest to careers in public service compelled them to produce this book as both a management guidebook and a source of encouragement and inspiration for getting things done today.
Today, local governments routinely report performance measures to city councils, county commissions, and citizens. Many government officials want to do more with their measures. They want to use them not just for reporting but also for management purposes-to improve operations and services. But the measures governments have now often are inadequate for this expanded role. After teaching thousands of government practitioners about performance measurement, author David Ammons knows the questions these practitioners, as well as students of performance measurement, want answered. This book delivers.
Performance Measurement for Managing Local Government answers the persistent questions confronting everyone who has ever tried to design measures, refine measures, or make measures the management tools they are supposed to be. This book describes the ins and outs of performance measurement, guides readers toward proper design of measures, illustrates common errors and ways to avoid them, offers tips, and even provides sets of suitable measures on which to build.