Performance Indicators in the Public Sector by Paul Jowett

By Paul Jowett

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It was this gap which the Audit Commission's 1986 report Improving Performance in Local Government attempted to fill. The Audit Commission's document began by outlining particular measurement problems confronting local authorities: Generally speaking, there is no profit motive in local government to act as an indication of performance to those who pay for its services or a spur to those who work for it. Local authority clients are rarely called upon to pay the economic price for the services Local Government 29 they receive and there is usually no alternative supplier.

D wrtb 1114 ~ ... ttMrnMtt.. ' " ' 'alky ~ Commllt'l .. ·~ ttwo lllbout ~ ·J t. :tm •n MKra1:M of U715om or 10,.. er , . ,. oHMIOZ'5 .... 2.!!! JI. ftH1 1ftoin9 mort a... l•blol Yov ""'• •tt1111d 1tH1 publlie: mewtfnts of tl'te Cou11ty ~ •MI kt. \ly Hell Fa. t. AtK- W"'l vMd 'o rtdul:e the rtte n .. 111 1M5/•. Jde Oft 11JNJI1 •n 8loeii:Gttfll Gr•nt httilllfoan 1111&/17 ~ (,0 ~ ~ •nd Accountability in local government: Oxfordshire County Council Annual Report (1986) Source: Oxfordshire County Council.

4. 5. Summary of government initiatives to establish accountability in theNHS Annual regional reviews Development of performance indicators Audit of financial management and 'value for money' Rayner scrutinies MAS Source: DHSS press release, 17 June 1982. 10 Sample analyses of DHS performance data for 1983 OHSS Perf or1ance lnd 1 ca tors I or 198311984 Genera I . 8 .. q Eng Ma r. I .. I • I I 0. 4 ' 139. 6 174. 50 '·. 4i. 000 ID 3. 600 3. 20 .. 6 > \ ~ I 460. ), Performance Indicator Exercises in the Public Sector (1986).

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