direct links exist between planning and results • ongoing monitoring of performance and periodic • evaluation integration with corporate and business planning • consistency with the principles set out in the • operational strategies of the business 4.3 Does the agency have performance measures relating to: • performance measures cost and value obtained • to cover all aspects of performance and client satisfaction the contract? • delivery improvement and added value • delivery capability • benefits realised • relationship strength and responsiveness • 4.4 Do the performance performance measures chosen: • measures selected offer are meaningful and visible to an agency’s • clear and demonstrable management group evidence of the success are properly reflect user and stakeholder (or otherwise) of the • perceptions contract? can be used to identify the need for support or • remedial action as part of contract management activity 4.5 Are performance a baseline is established in the business case for • measures related to the contract delivery or capability performance measures are tracked against that • improvement tracked baseline against an existing baseline? 4.6 Are there performance service level agreement approaches and related • assessment measures measures for: investment appraisal and benefits management • ongoing service techniques are constructed on a case-by-case basis • delivery objectives identified during project scoping and in • the desired results of preliminary business analysis activity; they should be • individual programmes rooted in the organisation’s long-term business of change or strategy improvement, the for construction projects, evidence that user • implementation of satisfaction has been or will be monitored as projects required the overall results or • effect of the deal? What does the agency want to have achieved by the end of the contract period? 5. Readiness for the Future Areas to probe Evidence expected 5.1 Is there an ongoing an updated business case, linked to the current • need for the service? business strategy
• direct links exist between planning and results • ongoing monitoring of performance and periodic evaluation • integration with corporate and business planning • consistency with the principles set out in the operational strategies of the business 4.3 Does the agency have performance measures to cover all aspects of the contract? • performance measures relating to: • cost and value obtained • performance and client satisfaction • delivery improvement and added value • delivery capability • benefits realised • relationship strength and responsiveness 4.4 Do the performance measures selected offer clear and demonstrable evidence of the success (or otherwise) of the contract? • performance measures chosen: • are meaningful and visible to an agency’s management group • are properly reflect user and stakeholder perceptions • can be used to identify the need for support or remedial action as part of contract management activity 4.5 Are performance measures related to delivery or capability improvement tracked against an existing baseline? • a baseline is established in the business case for the contract • performance measures are tracked against that baseline 4.6 Are there performance assessment measures for: • ongoing service delivery • the desired results of individual programmes of change or improvement, the implementation of projects • the overall results or effect of the deal? What does the agency want to have achieved by the end of the contract period? • service level agreement approaches and related measures • investment appraisal and benefits management techniques are constructed on a case-by-case basis • objectives identified during project scoping and in preliminary business analysis activity; they should be rooted in the organisation’s long-term business strategy • for construction projects, evidence that user satisfaction has been or will be monitored as required 5. Readiness for the Future Areas to probe Evidence expected 5.1 Is there an ongoing need for the service? • an updated business case, linked to the current business strategy
A_Handbook_for_Conducting_Assurance_Reviews_FMR_7.docx