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Metrics, Targets and Performance

Author

Listed:
  • Philip Stevens

    (National Institute of Economic and Social Research and Medium Term Strategy Group, Ministry of Economic Development, New Zealand., p.stevens@niesr.ac.uk)

  • Lucy Stokes

    (National Institute of Economic and Social Research.)

  • Mary O’Mahony

    (National Institute of Economic Research and Birmingham Business School.)

Abstract

The setting and use of targets in the public sector has generated a growing amount of interest in the UK. This has occurred at a time when more analysts and policymakers are grasping the nettle of measuring performance in and of the public sector. We outline a typology of performance indicators and a set of desiderata. We compare the outcome of a performance management system - star ratings for acute hospital trusts in England - with a productivity measure analogous to those used in the analysis of the private sector. We find that the two are almost entirely unrelated. Although this may be the case for entirely proper reasons, it does raise questions as to the appropriateness of such indicators of performance, particularly over the long term.

Suggested Citation

  • Philip Stevens & Lucy Stokes & Mary O’Mahony, 2006. "Metrics, Targets and Performance," National Institute Economic Review, National Institute of Economic and Social Research, vol. 197(1), pages 80-92, January.
  • Handle: RePEc:sae:niesru:v:197:y:2006:i:1:p:80-92
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    Citations

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    Cited by:

    1. Carol Propper & Deborah Wilson, 2012. "The Use of Performance Measures in Health Care Systems," Chapters, in: Andrew M. Jones (ed.),The Elgar Companion to Health Economics, Second Edition, chapter 33, Edward Elgar Publishing.
    2. Gwyn Bevan & Richard Hamblin, 2009. "Hitting and missing targets by ambulance services for emergency calls: effects of different systems of performance measurement within the UK," Journal of the Royal Statistical Society Series A, Royal Statistical Society, vol. 172(1), pages 161-190, January.

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