Improving Local Government Performance through Benchmarking
Routledge (Verlag)
9781032738277 (ISBN)
Improving Local Government Performance through Benchmarking sets the record straight on benchmarking and its value for performance improvement in local government.
Benchmarking is a widely adopted public management reform of recent decades; yet, it is often misunderstood by city and county governments; viewed too narrowly; or underappreciated by managers, elected officials, and students of local government for its potential as a tool. This book helps students of public administration and practitioners in local government—municipal and county government executives, department heads, program managers, and management analysts—to better understand the two major types of benchmarking in use by local governments in the US and beyond (metrics benchmarking and best practice benchmarking) and the promise and limitations of each type as tools of performance improvement. It lays out strategic decisions in the design and management of benchmarking projects and highlights common errors to avoid— preparing managers and analysts for greater benchmarking success.
Written in an easy-to-read style, this book will provide practical assistance to local government officials and students of public administration who aspire to become practitioners in the future.
David N. Ammons is Albert Coates Professor Emeritus of Public Administration and Government at the University of North Carolina at Chapel Hill, USA. He has written and taught about benchmarking, performance measurement and management, and productivity improvement in local government. For 25 years, he served as a faculty advisor to the North Carolina Benchmarking Project. He is a fellow of the National Academy of Public Administration and has served on the National Performance Management Advisory Commission and the North Carolina Governor’s Advisory Committee on Performance Management. He is a member of the Credentialing Advisory Board of the International City/County Management Association.
1. Introduction Part I: Benchmarking Overview 2. Benchmarking as a Management Concept 3. Benchmarking in Local Government Part II: Metrics Benchmarking 4. Strategic Choices: Tensions/Decisions at Play in Metrics Benchmarking Initiatives 5. Responses to Metrics Benchmarking Data: Managers, Politicians, and Citizens 6. Metrics Benchmarking Results Part III: Best Practice Benchmarking 7. Vanilla Is Not Benchmarking’s Only Flavor 8. Best Practice Benchmarking in Action Part IV: Issues in Benchmarking 9. Learning, Yes, but also Unlearning 10. Common Preference for Benchmarking with Similar Organizations 11. What’s the Objective? A Management Report Card or Performance Improvement? 12. Defensiveness in Response to Benchmarking Scores 13. Benchmarking as a Defense Mechanism 14. Is Isomorphism a Threat? 15. Recognition Programs as Quasi-Benchmarking 16. Misapplication of the Benchmarking Label Part V: The Leadership Imperative 17. Leadership for Benchmarking 18. Conclusion
| Erscheinungsdatum | 12.04.2025 |
|---|---|
| Zusatzinfo | 11 Tables, black and white; 9 Line drawings, black and white; 9 Illustrations, black and white |
| Verlagsort | London |
| Sprache | englisch |
| Maße | 156 x 234 mm |
| Gewicht | 740 g |
| Themenwelt | Sozialwissenschaften ► Politik / Verwaltung ► Staat / Verwaltung |
| Sozialwissenschaften ► Soziologie ► Empirische Sozialforschung | |
| ISBN-13 | 9781032738277 / 9781032738277 |
| Zustand | Neuware |
| Informationen gemäß Produktsicherheitsverordnung (GPSR) | |
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