Cross-government and public administration

Performance Frameworks and Board Reporting II

Being able to measure performance is a key step to managing performance. Most organisations in the public and private sectors use formal performance frameworks as a means to secure coherent performance management and report progress to their boards.

This paper summarises the results from an NAO review of performance frameworks and board reporting in twelve government departments and twelve Arm’s Length Bodies. NAO teams applied the maturity model developed in our previous report ‘Performance Frameworks and Board Reporting I’ to assess the quality of information that went to boards in late 2010. The review involved scrutiny of key documents, and interviews with and a survey of board members. The purpose of the review was to establish the strengths and weaknesses of current arrangements to baseline practices and promote future improvement.

A Word version of the model that organisations can apply to evaluate the maturity of their own performance system, together with good practice criteria, can be found alongside our related report, ‘Performance measurement by regulators’.

May 2011