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Many local governments measure and report their performance, but the record of these governments in actually using performance measures to improve services is more modest. The authors of this study examine patterns of performance measurement use among a set of North Carolina cities and conclude that the types of measures on which officials rely, the willingness of officials to embrace comparison, and the degree to which measures are incorporated into key management systems distinguish cities that are more likely to use performance measures for service improvement from those less likely to do so.