ABSTRACT
The wide variety of approaches and attempts to develop systems to meet local needs illustrates the vitality of the performance review process. There is little evidence to suggest use of the Audit Commission performance monitoring pyramid perspective. In fact in cases A, B and C responsibility for monitoring results is devolved either to departmental or service committee level. Setting up a performance review system requires an individual or group to initiate the proposal and existence of appropriate circumstances for the authority to adopt it. Introduction of performance review depends on an appropriate opportunity arising. Questionnaire responses suggest that new systems tend to be introduced when a major internal or external change takes place. The Audit Commission believes that the chief executive should be responsible for driving the performance review system. Support from chief officers and members is also essential if the performance review system is to be successful.
