ABSTRACT
It will be apparent from previous chapters that a diffuse and voluminous
literature has developed on performance measurement, throughout many
parts of the public sector. Despite this, there is a lack of empirical work in social
care concerning the translation of these principles into practice. Without this,
we are unlikely to see the benefits of performance measurement systems for
the future practice of social care. While the conceptual refinements so far
discussed are important, they need to be grounded within an understanding
of how performance information can be used within the setting of an
individual department. Two questions emerge as central: can the performance
mechanisms so far discussed be applied to the routine work of social services?
Moreover, what actions and benefits result from this?
