| Abstract: | This article studies the decades-long question, "Does performancemeasurement matter?" by examining how and why Midwest mayorsperceive value in performance measurement. The results showthat the tool is perceived positively, but its impact on decisionmaking depends on whether performance measurement is integratedinto strategic planning, goal setting, and internal communicationbetween city council members and departmental staff and on whethermajor stakeholders are involved in developing performance measures.The article discusses the implications for future results-orientedreforms and concludes that simply reporting performance informationin budgetary or public documents is not enough. Rather, a morecomprehensive look at the implementation issues of performancemeasurement and performance budgeting is necessary. |
