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Authors

Martin

Abstract

This article examines the concept of performance measurement and identifies several major performance measurement initiatives that have implications for the human services. Each of these initiatives is briefly discussed and their similarities and differences noted. The article points out that little coordination appears to be taking place between these initiatives which raises the specter of human service agencies having to contend with multiple potentially incompatible performance measurement systems. The implications of performance measurement for human services agencies is then discussed. The article closes by suggesting that agency administrators, advocacy groups, clients and others concerned about the human services need to become informed and knowledgeable about performance measurement.

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