ABSTRACT
The introduction of performance review into authority A was closely associated with the appointment of a new chief executive to the authority. Prior to this, committees had routinely received financial statistics and general management information, normally determined by chief officers. The development of a performance review system was seen as an essential part of the erformance review process. It was argued that ‘monitoring and review simply stated, is the means by which the council can measure its success in meeting its objectives’. The authority had produced documents about the derivation of appropriate performance indicators. In some instances, targets should also be set but in many cases a record of performance needed to be established in order to accurately gauge a realistic target. The performance review section consisted of a head, two senior performance review officers and an assistant performance review officer.
