Performance Measurement

Over the years big and established organizations have known that it is absolutely necessary to have performance measurement in place for one to give appropriate attention to results, responsibilities and targets. Performance measurement indicators are not only the current heartbeat of the market but also provides valuable information for an entity's future growth and development plans (Franceschine, Galetto & Maisano, 2007 p. 1) Singhal and Hendricks (1997) hold that while quality standards are the internal organization's operative tool, performance measurement tools are the yardstick of assessing quality and also provides the communication protocol for sharing the health status to the outside world.

Neely, et al (1995) defines performance measurement as' the process of quantifying the efficiency and effectiveness of action'. This process uses various dimensions, which includes both internal and external measures, financial and non-financial measures to quantify what has been achieved as well as forecasting future results.

It is important to mention that this measuring process only make sense when:

* It is done on agreed upon framework and set standards which will be used as a comparison point when judging effectiveness and efficiency

* Results are active upon and

* Used as a basis of analyzing satisfaction of various stakeholders

(Bourne, et al 2003)

This brief background on Performance system is our basis for Evaluating Harrogate Borough Council's approach to quality management.

The United Kingdom government took an initiative which was aimed at ensuring that local council authorities delivered quality services and products at the most economic, effective and efficient way, and that public assets and funds are well safeguarded and accounted for. Harrogate Borough Council complied with these regulations and requirements by establishing a vision, core values and corporate strategy within which the council delivered its services.

Harrogate Borough Council integrated the corporate action plan with best action plan a move which targeted to meet compliance requirements as directed by the local council at the same time address performances improvement needs. The plan is reviewed periodically where key issues are prioritized based on merit and urgency. To make the plan action friendly it is broken down into actionable tables whereby people are assigned responsibilities and a budget is allocated to every action unit.

The corporate action plan and best value performance plan are key ingredients of the strategic planning framework. The framework forms the basis of a comprehensive performance assessment. The organization further established performance indicator support pack to guide staff working on this area. Generally the organization adopted a holistic and strategic approach in managing functions and processes, which not only enjoyed benefits accruing from synergy but also in ensuring that nothing of significance was omitted.

The council worked on a comprehensive plan with a timetable especially the frequency of reviewing and publishing its performance. For instance in its quest of achieving best value it agreed a 5 year program of reviews where each review starts with assessing past performance before rolling subsequent targets, with a commitment of monitoring closely improvements plans. The council also engages with the community to get feedbacks and to fulfill the local council policy on public consultation and research.

The corporate