Publications
The following links provide current guidance around the development and use of performance indicators and performance management systems.
Available to download
- Acting on Facts: Using Performance Measurement to Improve Local Authority Services
- Aiming to Improve: the Principles of Performance Measurement
- Choosing the Right FABRIC
- Getting Better All the Time: Making benchmarking work
- Guidance on Local Performance Indicators
- Managers' Guide to Performance Management
- Members' Guide to Performance Management
- On Target: The practice of performance indicators
Available to purchase
Audit Commission and Improvement and Development Agency
Performance measurement helps authorities run and improve services. If you don't know how good or bad you are you can't identify the scope for improvement. The authorities that make good use of performance measurement have resolved a number of organisational issues. In particular, they have established performance management as a key day-to-day management activity. But while some authorities are making good progress in using both national and local performance indicators to drive improvement, others have encountered difficulties and concentrated on merely collecting performance information rather than acting on it. These authorities could benefit by learning from those that are doing well to ensure that they move from mere compliance to driving improvement.
Published May 2002
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Performance measurement helps authorities run and improve services. If you don't know how good or bad you are you can't identify the scope for improvement. The authorities that make good use of performance measurement have resolved a number of organisational issues. In particular, they have established performance management as a key day-to-day management activity. But while some authorities are making good progress in using both national and local performance indicators to drive improvement, others have encountered difficulties and concentrated on merely collecting performance information rather than acting on it. These authorities could benefit by learning from those that are doing well to ensure that they move from mere compliance to driving improvement.
Published May 2002
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Audit Commission
This paper is aimed at helping public service managers to develop and use effective performance measurement as an important component of their overall strategic and operational management. It builds upon the lessons learnt by the Audit Commission, and the ideas of other experts in the field.
Published June 2000
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This paper is aimed at helping public service managers to develop and use effective performance measurement as an important component of their overall strategic and operational management. It builds upon the lessons learnt by the Audit Commission, and the ideas of other experts in the field.
Published June 2000
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HM Treasury, Cabinet Office, National Audit Office, Audit Commission, Office for National Statistics
This framework sets out the general principles behind producing high quality performance information, and reflects the common thinking of the Treasury, Cabinet Office, National Audit Office, Audit Commission and Office for National Statistics. The aim of the framework is to act as a guide to constructing a performance information system and deciding on performance measures, discussing some of the practical issues involved.
Published March 2001
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This framework sets out the general principles behind producing high quality performance information, and reflects the common thinking of the Treasury, Cabinet Office, National Audit Office, Audit Commission and Office for National Statistics. The aim of the framework is to act as a guide to constructing a performance information system and deciding on performance measures, discussing some of the practical issues involved.
Published March 2001
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Audit Commission
Benchmarking can be an effective way of helping organisations to deliver better services by comparing performance and learning from other organisations, and its use is increasing in the public sector. This paper looks at the experience of organisations in local government and the health service and discusses the factors that lead to successful benchmarking.
Published November 2000
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Benchmarking can be an effective way of helping organisations to deliver better services by comparing performance and learning from other organisations, and its use is increasing in the public sector. This paper looks at the experience of organisations in local government and the health service and discusses the factors that lead to successful benchmarking.
Published November 2000
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Department for Transport, Local Government and the Regions
A review of the use of local performance indicators (PIs) in the best value regime. The purpose of the research was to examine the nature and structure of local PIs developed by local authorities and, in particular, assesses the degree to which they address cross-cutting issues and the needs and priorities of the local community.
Published December 2001
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A review of the use of local performance indicators (PIs) in the best value regime. The purpose of the research was to examine the nature and structure of local PIs developed by local authorities and, in particular, assesses the degree to which they address cross-cutting issues and the needs and priorities of the local community.
Published December 2001
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IDeA
This handy-sized guide is ideal for sharing key messages about performance management and improvement with managers in support of your own improvement programme or performance management framework. The guide aims to raise awareness and understanding of performance management and the role that managers play. It describes why performance management is important to managers, the role of local authority leaders, the barriers many authorities are facing and the breakthroughs some authorities have made in improving services. The guide outlines an effective performance management system and the culture needed to make it work. Included are practical checklists that can be used to assess progress towards effective performance management arrangements.
Published 2002
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This handy-sized guide is ideal for sharing key messages about performance management and improvement with managers in support of your own improvement programme or performance management framework. The guide aims to raise awareness and understanding of performance management and the role that managers play. It describes why performance management is important to managers, the role of local authority leaders, the barriers many authorities are facing and the breakthroughs some authorities have made in improving services. The guide outlines an effective performance management system and the culture needed to make it work. Included are practical checklists that can be used to assess progress towards effective performance management arrangements.
Published 2002
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IDeA
This handy-sized guide is ideal for sharing key messages about performance management and improvement with members in support of your own improvement programme or performance management framework. The guide aims to raise awareness and understanding of performance management and the role that members play. It describes why performance management is important to members, the role of local authority leaders, the barriers many authorities are facing and the breakthroughs some authorities have made in improving services. The guide outlines an effective performance management system and the culture needed to make it work. Included are practical checklists that can be used to assess progress towards effective performance management arrangements. The member's guide also includes information on overview and scrutiny and the characteristics of effective community leaders.
Published 2002
View document (external link)
This handy-sized guide is ideal for sharing key messages about performance management and improvement with members in support of your own improvement programme or performance management framework. The guide aims to raise awareness and understanding of performance management and the role that members play. It describes why performance management is important to members, the role of local authority leaders, the barriers many authorities are facing and the breakthroughs some authorities have made in improving services. The guide outlines an effective performance management system and the culture needed to make it work. Included are practical checklists that can be used to assess progress towards effective performance management arrangements. The member's guide also includes information on overview and scrutiny and the characteristics of effective community leaders.
Published 2002
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Audit Commission
This paper has been published as a companion to Aiming to Improve, and sets out the lessons that have been learnt. It is aimed at helping managers and practitioners in local government, the NHS and central government to develop their own set of balanced and focused indicators, describing ways to ensure that PIs are robust and well framed.
Published June 2000
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This paper has been published as a companion to Aiming to Improve, and sets out the lessons that have been learnt. It is aimed at helping managers and practitioners in local government, the NHS and central government to develop their own set of balanced and focused indicators, describing ways to ensure that PIs are robust and well framed.
Published June 2000
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IDeA
A glossary of performance terms can help you ensure that "performance speak" and its application play a real and positive role in managing and improving performance. Crystal marked for its use of plain English, the glossary contains definitions of common words used by local councils and their partner organisations to help manage their performance and provide better services to their communities. So whether you are involved in best value, comprehensive performance assessments, local public service agreements, community strategy, or simply improving performance, this guide will be useful to you.
Published March 2003
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A glossary of performance terms can help you ensure that "performance speak" and its application play a real and positive role in managing and improving performance. Crystal marked for its use of plain English, the glossary contains definitions of common words used by local councils and their partner organisations to help manage their performance and provide better services to their communities. So whether you are involved in best value, comprehensive performance assessments, local public service agreements, community strategy, or simply improving performance, this guide will be useful to you.
Published March 2003
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IDeA
"Making performance management work" provides practical advice on how local authorities can improve the management of their performance. It is based on the learning from over one hundred peer reviews of local authorities and on good practice in a number of authorities that were involved in its preparation. This guide contains many practical examples of how local authorities have delivered the changes described above. It also provides a self-assessment questionnaire to get you started as well as clear explanations of what makes effective performance management.
Published July 2002
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"Making performance management work" provides practical advice on how local authorities can improve the management of their performance. It is based on the learning from over one hundred peer reviews of local authorities and on good practice in a number of authorities that were involved in its preparation. This guide contains many practical examples of how local authorities have delivered the changes described above. It also provides a self-assessment questionnaire to get you started as well as clear explanations of what makes effective performance management.
Published July 2002
View document (Word, 50Kb)
> Publications
