ABSTRACT
This chapter provides a broad overview of issues surrounding the development and operation of performance review systems in British local government. Since the purpose of the survey was to get as broad a picture as possible of performance review work in Great Britain, it was decided to contact all councils rather than adopt a sampling approach. Setting up a performance review system involves some individual or group driving the concept forward. Such development may be beset with a range of difficulties and depends on support from officers and members. Establishment of an effective performance review system requires support of members and officers. This issue was taken up in detail in the chief executive’s questionnaire. Obviously commitment from the chief executive himself is fundamental to the successful establishment of a performance review system. The executive of the majority group meets on a fortnightly basis with senior officers to monitor/review key performance indicators.
