Strategic Public Leadership

Evaluation and Performance Management


A Balanced Approach to Implementing the Balanced Scorecard
William C. Rivenbark, Eric J. Peterson
Monday, September 1, 2008

Organizational barriers have tended to make the balanced scorecard, a management tool that links departmental performance and organizational goals, an option only for large local governments. A School faculty member and a North Carolina town manager present a case study of how the manager's town, Hillsborough, adopted the balanced scorecard.

article3.pdf (pdf, 480.52 KB)
Implementing Results-Based Management in Local Government
James E. Swiss, Stephen K. Straus
Friday, April 1, 2005

Many agencies find it difficult to move from traditional management approaches to results-based management. Two North Carolina State University professors provide some guidelines for agencies wishing to make the transition. To illustrate their points, they use real-life examples from public agencies in Greensboro and Wake Forest (N.C.).

article4.pdf (pdf, 402.92 KB)
Rewarding Greater Accountability with Increased Managerial Flexibility in Davidson County
William C. Rivenbark, David N. Ammons
Saturday, January 1, 2005

Some local governments in North Carolina are receiving attention for innovative strategies that link good management and sound methods of accountability to greater managerial discretion. This article focuses on the system in Davidson County.

article2.pdf (pdf, 341.82 KB)