Performance measurement and change in local government: A general case and a childcare application

Abstract

This article first makes a general case for the use of multi‐dimensional performance measurement (PM) in local government as a way of helping managers cope with environmental and organizational change, and then applies it to a social services departments childcare team. Based on a case study of PM at Solihull Metropolitan Borough Council, the article's proposals are complementary to those of the Audit Commission and the Citizen's Charter, and are intended to improve local services in two ways: by forging closer links between objectives, strategies and daily operations; and encouraging more fundamental service process redesign where necessary.