Tokyo Metropolitan University - Local Government Performance Management and Budgetary Control 18087

Drew, J

Tokyo Metropolitan University - Local Government Performance Management and Budgetary Control 18087

Drew, J

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Publication Type:: Report
Citation:: 2018
Issue Date:: 2018-11-01

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	Filename	Description	Size
	Report_Part 1.docx	Accepted Manuscript version	218.1 kB	Microsoft Word XML	View/Open
	Report_Part 2.docx	Accepted Manuscript version	212.42 kB	Microsoft Word XML	View/Open

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Field	Value	Language
dc.contributor.author	Drew, J https://orcid.org/0000-0003-3579-5758	en_US
dc.date.issued	2018-11-01	en_US
dc.identifier.citation	2018	en_US
dc.identifier.uri	http://hdl.handle.net/10453/128423
dc.title	Tokyo Metropolitan University - Local Government Performance Management and Budgetary Control 18087	en_US
dc.type	Report
utslib.location	UTS Institute of Public Policy and Governance	en_US
pubs.embargo.period	Not known	en_US
pubs.organisational-group	/University of Technology Sydney
pubs.organisational-group	/University of Technology Sydney/DVC (Research)
pubs.organisational-group	/University of Technology Sydney/DVC (Research)/lnstitute for Public Policy and Governance
pubs.organisational-group	/University of Technology Sydney/Faculty of Law
pubs.organisational-group	/University of Technology Sydney/Strength - IPPG - Institute for Public Policy and Governance
utslib.copyright.status	closed_access
pubs.declined	2018-11-09T11:42:00.80+1100
pubs.consider-herdc	false	en_US
pubs.commissioning-body	Tokyo Metropolitan University	en_US
pubs.confidential	true	en_US
pubs.place-of-publication	UTS Institute of Public Policy and Governance	en_US
pubs.rights-statement	This document summarises findings of five semi-structured interviews with local government executives from New South Wales, Australia. The purpose of the interviews was to better understand performance management, measurement and budgeting systems, processes and practices including type of system(s) and metrics used, links between and organisational capacity for performance management, measurement and budgeting, and how performance results are used and communicated. Interviewees included managers and directors from divisions such as economic development, finance, infrastructure, and corporate services. They were asked to consider performance management, measurement and budgeting at both divisional and whole of organisation levels. Interviewees were drawn from councils across NSW, including metropolitan Sydney and regional areas. Because of the small sample, the findings may not reflect the full range of practice across NSW local government, although there are good grounds for considering the report to be broadly reflective.	en_US

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http://hdl.handle.net/10453/128423