Maturity Model for Performance Measurement Frameworks This maturity model was developed as part of the 2009 NAO report It sets out the characteristics of five levels of maturity of both an organisation’s “”. performance measurement framework and how it is used by the board in decision-making. We applied this matrix to the 24 organisations we assessed in 2011 for Organisations can apply this model to themselves in a self-assessment process to evaluate their current level of maturity in performance “”. reporting, enabling them to plan improvements. Level 1 Existing 2 Functioning Level 3 Enabling Level 4 Challenging Level 5 - Optimising – – – – Developing A framework for The framework is Performance measures The framework is The among key drivers of a framework performance structured around shared are based on business integrated within the performance are quantified and measures exist. strategic objectives and models and delivery organisation. validated to produce leading provides an overview of maps. indicators. Performance A line of sight links the organisation’s information gives a Performance lower level objectives Statistical analysis evidences the performance. view of at least measures express with high level relations between key basic expected Performance progress on key strategic objectives. performance drivers. outcomes, outputs, measures show how drivers for the Business unit, team, Selection of performance and inputs. the organisation is organisation. and individual measures is on the impact progressing towards The performance The organisation performance on outcomes of the drivers they achieving strategic measures in the understands the links measures are represent. objectives. framework are between performance connected to the logically structured. The framework shows measures. corporate how enablers (inputs performance and processes) measurement contribute to strategic framework. objectives.
Maturity Model for Performance Measurement Frameworks This maturity model was developed as part of the 2009 NAO report “”. It sets out the characteristics of five levels of maturity of both an organisation’s performance measurement framework and how it is used by the board in decision-making. We applied this matrix to the 24 organisations we assessed in 2011 for “”. Organisations can apply this model to themselves in a self-assessment process to evaluate their current level of maturity in performance reporting, enabling them to plan improvements. Level 1 – Existing 2 – Functioning Level 3 – Enabling Level 4 – Challenging Level 5 - Optimising Developing a framework A framework for performance measures exist. Performance information gives a view of at least basic expected outcomes, outputs, and inputs. The performance measures in the framework are logically structured. The framework is structured around shared strategic objectives and provides an overview of the organisation’s performance. Performance measures show how the organisation is progressing towards achieving strategic objectives. The framework shows how enablers (inputs and processes) contribute to strategic objectives. Performance measures are based on business models and delivery maps. Performance measures express progress on key drivers for the organisation. The organisation understands the links between performance measures. The framework is integrated within the organisation. A line of sight links lower level objectives with high level strategic objectives. Business unit, team, and individual performance measures are connected to the corporate performance measurement framework. The among key drivers of performance are quantified and validated to produce leading indicators. Statistical analysis evidences the relations between key performance drivers. Selection of performance measures is on the impact on outcomes of the drivers they represent.
Performance-Measurement-Good-practice-criteria-and-maturity-model.docx