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This calls into doubt the reliability and validity of the information used in the decision making process which could lead to the wrong or counter-productive decisions and resource allocation.

If this perception reflects reality, it also highlights a potential public accountability issue with top down performance targeting systems.

Brendan McCarron, lead advisor at CIPFA Performance Improvement Network, calls the report a useful contribution to the debate on performance management in the public sector.

“The best practices enumerated in the report will be useful in illustrating that the emphasis within performance management is changing, and indeed must continue to move from simply collecting and reporting performance data towards actively using performance information to learn and improve,” he adds.

McCarron think that the study will make a real impact on how strategic performance management is developed and applied in the UK public sector.

Best practices 

Actuate’s interest in the survey findings is fuelled by its global role as one of the largest providers of performance management solutions to public and private sector organisations.

Steve Fluin, senior vice president of performance management group at Actuate, says he frequently witnesses first hand the gap that exists between expectation and reality when it comes to performance management in the public sector.

“This study identifies clear areas for concern, but more importantly, it highlights the best practices that will enable these organisations to overcome the challenges inherent in creating sustainable performance improvement,” he adds.

Fluin says that those public sector organisations that embrace these best practices will avoid the common pitfalls and achieve more effective performance management.

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Related links 

• CIPFA
• Strategic Performance Management in Government and Public Sector Organisations