The International Handbook of Practice-Based Performance Management presents the latest scholarship in performance measurement strategies in the field of evaluation. This important resource combines cutting-edge theory and practice of performance management in the United States and abroad. The book includes contributions from internationally known scholars and practitioners who present chapters that introduce the literature on key topics and provide clear guidance on practical skill building. Key Features: Offers an international perspective: Though most of the chapters deal with performance measurement in the United States, the text represents the most notable examples of performance measurement in Canada, Latin America, Asia, Oceania, and Europe. Integrates theory and practice: The book’s unique structure links literature-based conceptual knowledge with the lessons from practice and specific applied skills. Puts theoretical discussions into context: Case examples and lessons learned connect concepts to the real world while discussion questions allow for further deliberation. Intended AudienceAn excellent addition to any academic library, this resource is ideal for practitioners, academics, and researchers in public administration, non-profit organizations, management, public policy, health care services administration, and health care planning and policy. It can also be used as a text for graduate courses such as Performance Management, Management Reforms, International Performance Management, and Performance Improvement in Public Administration.

Chapter 6: Recognizing Credible Performance Reports: The Role of the Government Auditor in Canada

Recognizing Credible Performance Reports: The Role of the Government Auditor in Canada

Recognizing credible performance reports: The role of the government auditor in canada
BarryLeighton1

Once a report on the performance of an organization is made public, a number of questions usually come to mind, the foremost being, “What difference did it make?” In other words, “Did the intended audience actually read the report, and did it provide them with key information they needed about the performance of the organization so that they could make a judgment or decision?” Too often, performance reports have sat unread, just gathering dust. But if some of the intended audience has indeed read the report, then “were they satisfied with the quality of the performance information presented? Did they get the ...

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