Reporting Performance Data is of high quality Performance reports are Targets and benchmarks Performance reports explain the performance information is and timely. accessible and are used as comparators. story of the organisation’s information produced. actionable. performance and suggest a course Data is controlled for Expectations for value of action. Performance data accuracy, reliability, Performance reports for money are is collected validity, and are coherently formulated in terms of Analysis and reporting promotes throughout the robustness. structured and easily challenging targets. cost effectiveness by providing organisation. understood. option appraisal to assist Performance Benchmarks drive decision-making. Performance is information is reported Graphs, status ratings efficiency by providing collated at a in a timely fashion to (e.g. RAGs), and comparators with Reports give insight into what corporate level to higher levels of the explanatory allow other organisations. has influenced performance, as give on oversight of organisational the reader to focus on well as describing performance the organisation. hierarchy. the most important achieved. issues and identify senior responsible owners Using the Performance Performance information Performance information Performance information Performance information is framework information is reported is monitored by the is used by the Board to is linked to financial communicated and used throughout to the Board. Board. evaluate the information and used to the organisation and a performance effectiveness of activities. determine value for culture exists. A performance The Board monitors money. report is provided to consequences and The Board queries the The creates opportunities the Board. impacts of the effectiveness of The organisation and incentives for staff to drive performance reports. activities, focusing on reports integrated continuous performance problem solving and performance and cost improvement. The Board discusses generating learning. information. performance There is a feedback mechanism information with senior Performance The Board uses value that enables the framework itself management. information is used to for money information to be altered to take account of prioritise resources. to make strategic changing business needs. The ensures staff decisions about understand how they The organisation Performance data inform debate whether or not to contribute to strategic reports aligned of the marginal costs/benefits of engage in areas of objectives. performance and cost activities and are used to drive activity. information. allocative efficiency.
Reporting performance information Performance information is produced. Performance data is collected throughout the organisation. Performance is collated at a corporate level to give on oversight of the organisation. Data is of high quality and timely. Data is controlled for accuracy, reliability, validity, and robustness. Performance information is reported in a timely fashion to higher levels of the organisational hierarchy. Performance reports are accessible and actionable. Performance reports are coherently structured and easily understood. Graphs, status ratings (e.g. RAGs), and explanatory allow the reader to focus on the most important issues and identify senior responsible owners Targets and benchmarks are used as comparators. Expectations for value for money are formulated in terms of challenging targets. Benchmarks drive efficiency by providing comparators with other organisations. Performance reports explain the story of the organisation’s performance and suggest a course of action. Analysis and reporting promotes cost effectiveness by providing option appraisal to assist decision-making. Reports give insight into what has influenced performance, as well as describing performance achieved. Using the framework Performance information is reported to the Board. A performance report is provided to the Board. Performance information is monitored by the Board. The Board monitors consequences and impacts of the performance reports. The Board discusses performance information with senior management. The ensures staff understand how they contribute to strategic objectives. Performance information is used by the Board to evaluate the effectiveness of activities. The Board queries the effectiveness of activities, focusing on problem solving and generating learning. Performance information is used to prioritise resources. The organisation reports aligned performance and cost information. Performance information is linked to financial information and used to determine value for money. The organisation reports integrated performance and cost information. The Board uses value for money information to make strategic decisions about whether or not to engage in areas of activity. Performance information is communicated and used throughout the organisation and a performance culture exists. The creates opportunities and incentives for staff to drive continuous performance improvement. There is a feedback mechanism that enables the framework itself to be altered to take account of changing business needs. Performance data inform debate of the marginal costs/benefits of activities and are used to drive allocative efficiency.
Performance-Measurement-Good-practice-criteria-and-maturity-model.docx