Structured Bibliography
Key readings
Barber, M. (2007). Instruction to Deliver: Tony Blair, Public Services and the Challenge of Achieving Targets (London: Methuen).
Cabinet Office (2006). The UK Government's Approach to Public Service Reform (London: Stationery Office).
Cabinet Office (2008). Excellence and Fairness: Achieving world class public services (London: Stationery Office).
HM Treasury (2007a). Meeting the Aspirations of the British People, 2007 Pre-Budget Report and Comprehensive Spending Review, Cm 7227 (London: Stationery Office).
Lodge, G. and Rogers, B. (2006). Whitehall's Black Box: Accountability and performance in the senior civil service (London: Institute for Public Policy Research).
Smith, P. (1995). 'On the unintended consequences of publishing performance data in the public sector', International Journal of Public Administration, Vol. 18, Nos. 2&3, pp. 277-310.
SMF (2005). To the Point: A Blueprint for Good Targets, September, (London: Social Market Foundation).
Public service reform: government perspectives
Cabinet Office (2006). The UK Government's Approach to Public Service Reform (London: Stationery Office).
Cabinet Office (2008). Excellence and Fairness: Achieving world class public services (London: Stationery Office).
Performance and Innovation Unit (PIU) (2000). Wiring it Up: Whitehall's management of cross-cutting policies and services (London: Stationery Office).
Performance and Innovation Unit (PIU) (2001). Satisfaction with Public Services: a discussion paper.
Prime Minister's Strategy Unit (PMSU) (2007). The UK Government's Approach to Public Service Reform - A Discussion Paper (London: Cabinet Office).
Prime Minister's Strategy Unit (PMSU) (2008). Cabinet Office Strategy Unit, Realising Britain's Potential: Future Strategic Challenges for Britain (London: Cabinet Office).
White Papers and general statements of government policy
Blears, H. and Milton, S. (2007). 'Foreword', in An introduction to the local performance framework: Delivering better outcomes for local people (London: DCLG).
Brown, G. (2008), 'Foreword', in Excellence and Fairness: Achieving world class public services (London: Stationery Office).
Burnham, A. (2007). 'The Government's relationship with public service delivery: PSA reform', speech given at the School of Social Science and Public Policy, King's College London, 18 July.
Darzi, Lord A. (2008). High Quality Care for All, Cm 7432 (London: Stationery Office).
Department for Children, Schools and Families (DCSF) (2007). The Children's Plan: Building brighter futures, Cm 7280 (London: Stationery Office).
Department of Communities and Local Government (CLG) (2006). Strong and Prosperous Communities, Cm 6939 (London: Stationery Office).
Flanagan, Sir R. (2008). Independent Review of Policing (London: Home Office).
Healey, J. (2007). New Look Local Area Agreements, speech given in London, 20 November 2007.
HM Government (2007). Skills for Government: Government Response to the Committee's Ninth Report of Session 2006-07, published as PASC's Second Special Report of Session 2007-08, HC 89.
Home Office (2008). From the neighbourhood to the national: policing our communities together (London: Stationery Office).
Johnson, A. (2008). 'Foreword', in Darzi, Lord A., High Quality Care for All, Cm 7432 (London: Stationery Office).
Miliband, E. (2008). Ed Miliband's webcast for BBC News story, 'Tougher Climate Change Target Unveiled', 16 October.
Views from the political opposition
Cable, V. (2005). 'Multiple identities: living with the new politics of identity' (London: Demos).
Cameron, D. (2007), 'Check against Delivery', speech given at the Confederation of British Industry Annual Conference, 27 November. At:
Cameron, D. and Spelman, C. (2006). The Permissive State: how to achieve local social responsibility (London: the Conservative Party)
Clegg, N. (2008). 'Blueprint for a People's Health Service', in The Guardian, 22 January.
The current round of PSAs and LAAs
Key official documents relating to current PSA and LAA arrangements
Audit Commission (2008). Comprehensive Area Assessment (London: Audit Commission).
Audit Commission, Commission for Social Care Inspection, Healthcare Commission, HM Inspectorate of Constabulary, HM Inspectorate of Prisons, HM Inspectorate of Probation and Ofsted (2008). Comprehensive Area Assessment Joint Inspectorate Proposals for Consultation (London: Audit Commission).
Cabinet Office (2007). Performance Management Guidance 2007/08 for Permanent Secretaries and the Senior Civil Service (London: Cabinet Office).
Department of Communities and Local Government (CLG) (2007). An introduction to the local performance framework - delivering better outcomes for local people.
Department of Communities and Local Government (CLG) (2008). LAA Negotiations in 2008: Lessons Learnt. (London: Stationery Office).
Department of Communities and Local Government (CLG) (2008). Place Survey 2008-9: Manual. (London: Stationery Office).
Department of Communities and Local Government (CLG) (2008) National Indicators for Local Authorities and Local Authority Partnerships: Handbook of Definitions. (London: Stationery Office).
Department of Communities and Local Government (CLG) (2008., mid-year data provided by CLG officials.
HM Treasury (2007). Meeting the Aspirations of the British People, 2007 Pre-Budget Report and Comprehensive Spending Review, Cm 7227 (London: Stationery Office).
HM Treasury (2007). PSA Delivery Agreement 10: Raise the educational achievement of all children and young people, and PSA Delivery Agreement 11: Narrow the gap in educational achievement between children from low income and disadvantaged backgrounds and their peers.
HM Treasury (2007). PSA Delivery Agreement 24: Deliver a more effective, transparent and responsive Criminal Justice System for victims and the public.
HM Treasury (2007). PSA Delivery Agreement 14: Increase the number of children and young people on the path to success (London: Stationery Office).
HM Treasury (2007). PSA Delivery Agreement 27: Lead the global effort to avoid dangerous climate change (London: Stationery Office).
Analysis of the current round of PSAs and LAAs
Brand, A. (2008). Deal or no Deal? Delivering LAA Success (London: New Local Government Network).
IDeA (2008). LAA Tracker 2008.
PwC on behalf of DCLG (2006). Mapping the Local Government Performance Landscape (London: Department for Communities and Local Government).
Previous rounds of PSAs
Key official documents relating to previous PSA rounds
HM Treasury (1998). Public Services for the Future: Modernisation, Reform and Accountability, Comprehensive Spending Review: Public Service Agreements 1999-2002, Cm 4181 (London: Stationery Office).
HM Treasury (2000). 'Cross-departmental Review of the Criminal Justice System' in 2000 Spending Review (London: Stationery Office).
HM Treasury (2004). Stability, security and opportunity for all: Investing for Britain's long-term future, Spending Review 2004 (London: Stationery Office).
HM Treasury (2004). Spending Review 2004: Department Investment Strategies - Department for Education and Skills.
HM Treasury (2004). Spending Review 2004: Department Investment Strategies - Home Office.
Analysis of past PSA rounds and performance management arrangements/frameworks
Evaluations
Audit Commission (2008). Are we there yet? Improving governance and resource management in children's trusts (London: Audit Commission).
Barwise, P. et al. (2007). Take off or Tail Off: An Evaluation of the Capability Reviews Programme (London: Sunningdale Institute). At: www.nationalschool.gov.uk/downloads/
Capability_Review_Sunningdale_91107.pdf
Boyne, G. and Chen, A. (2008). National evaluation of Local Public Service Agreements, Cardiff Business School on behalf of DCLG (London: DCLG).
Commission for Health Improvement (2003). What CHI has found in ambulance trusts (London: Stationery Office).
Commission for Health Improvement (2004). What CHI has found in acute services (London: Stationery Office).
Department of Communities and Local Government (CLG) (2008). National Evaluation of Local Public Service Agreements: Final Report (London: Stationery Office).
Dillane, J., Hill, M., Bannister, J. and Scott, S. (2006). An Evaluation of the Dundee Families Project, for Scottish Executive Central Research Programme.
Lifting the Burdens Task Force (2007). 13 steps to reduce performance management burdens (London: DCLG).
Local Government Association Lifting the Burdens Task Force (LGA) (2007). 13 steps to reduce performance management burdens (London: CLG).
National Audit Office (NAO) (2006). 'Survey Report: PSA Targets - Performance Information'.
Sunningdale Institute (SI) (2007). Take off or tail off? An Evaluation of the Capability Reviews Programme (London: National School of Government).
Academic perspectives on performance in the public and private sectors
General management theory: performance management
Armstrong, M. (2006). Human Resource Management Practice (London and Philadelphia)
Austin, R. and Gittell, J.H. (2002). 'When it should not work, but does: Anomalies of High Performance', in Neely, A. (ed.), Business Performance Measurement: Theory and Practice (Cambridge: Cambridge University Press).
Austin, R. and Larkey, P. (2002). 'Measuring knowledge work' in Neely, A. (ed.) Business Performance Measurement: Theory and Practice (Cambridge: Cambridge University Press)
Bach, S. and Kessler, I. (2007). 'HRM and the New Public Management' in Boxall, P., Purcell, J. and Wright, P. (eds.), The Oxford Handbook of Human Resource Management (Oxford: OUP).
Boix, C. and Posner, N. (1998). 'Social Capital: Explaining Its Origins and Effects on Government Performance', in British Journal of Political Science, 28:4.
Bratton, J. and Gold, J. (2007). Human Resource Management: Theory and Practice (Palgrave Macmillan).
Burgess, S., Proper, C. Ratto, M., Tominey, E. (2004). Incentives in the Government Sector: Evidence from a Government Agency (Bristol: Centre for Market and Public Organisation).
Burgess, S. and Ratto, M. (2003). 'The Role of Incentives In The Public Sector: Issues and Evidence', in Oxford Review of Economic Policy, Vol. 19, Number 2.
Carter, N., Klein, R., Day, P. (1995). How organisations measure success: The use of performance indicators in government (London: Routledge).
Coffe, H. and Geys, B. (2005). 'Institutional Performance And Social Capital: An Application To The Local Government Level', in Journal of Urban Affairs, 27:5.
Cragg, M. (1997). 'Performance Incentives in the Public Sector: Evidence from the Job Training Partnership Act ', in Journal of Law, Economics, & Organization Vol. 13, No. 1, pp. 147-168.
Curristine, T. (2005). 'Performance and accountability: Making government work', OECD Observer No. 252/253, November.
Cutler, T., Waine, B. and Behony, K. (2007). 'A New Époque of Individualization? Problems with the "Personalisation" of Public Service', Public Administration, Vol. 85, No. 3, pp. 1-9.
Deci, E. L. (1975). Intrinsic Motivation (New York: Plenum Press).
Dixit, A. (2002). 'Incentives and Organizations in the Public Sector: An Interpretive Review', in The Journal of Human Resources, Vol. 37, No. 4, pp. 696-727.
Dubnick, M. (2005). 'Accountability and the Promise of Performance', in Public Performance and Management review, Vol. 28, Number 3 (American Society for Public Administration: Rutgers University, Newark).
Ferlie, E., Lynn, L.E. Jr., Pollitt, C. (2007). The Oxford Handbook of Public Management (Oxford: Oxford University Press).
Holmstrom, B. (1999). 'Managerial Incentive Problems: A Dynamic Perspective', in Review of Economic Studies 66(1) 169-192.
Ingraham, P., Joyce, P. and Donahue, A. (2003). Government Performance: Why Management matters (Baltimore: The Johns Hopkins Press).
Governance and constitutional politics in Britain
Hazell, R. (2008) Constitutional Futures Revisited: Britain's Constitution to 2020 (Basingstoke: Palgrave).
Hood, C. (2005). ‘The Idea of Joined-Up Government: A Historical Perspective', in Bogdanor, V. (ed.) Joined-Up Government (Oxford: OUP).
King, A. (2007). The British Constitution (Oxford: OUP).
Oliver, J. And Oliver, D. (n.d.). The British Constitution
Performance information - from government departments, partners etc
Department of Health (DoH) (2008). Departmental Report 2008 (London: Stationery Office).
Perspectives from think tanks and research institutes working in this area
Adam, S. et al, (2007). A Survey of UK Local Government Finance, IFS briefing note no. 74 (London: IFS).
Chote, R. (2008). 'Four reasons why Gordon Brown may cut taxes', in The Daily Telegraph, 8 November.
Chote, R., Emmerson, C., Tetlow, G. (2008). The UK Public Finances: Ready for Recession? (London: Institute for Fiscal Studies).
Clarke, M. (1995). Breaking down the barriers (York: Joseph Rowntree Foundation).
Duffy, B., Wake, R., Burrows, T. and Bremner, P. (2008). Closing the Gaps: Crime & public perceptions (London: Ipsos MORI).
Ipsos MORI (2008). Closing the Gaps: crime and public perceptions.
Lodge, G. and Rogers, B. (2006). Whitehall's Black Box: Accountability and performance in the senior civil service (London: Institute for Public Policy Research).
Margo, J. and Stevens, A. (2008). Make Me a Criminal: Preventing Youth Crime (London: Institute for Public Policy Research).
Page, B. (2008). The Perils of Perception - or why are people so "ungrateful"?, Presentation by Ben Page, Chairman of Ipsos MORI Social Research Institute.
SMF (2005). To the Point: A Blueprint for Good Targets (London: Social Market Foundation).
Sodha, S. and Margo, J. (2008). Thursday's child (London: Institute for Public Policy Research).
Sorabji, D. (2007). Changing Whitehall's DNA: Reforming Whitehall to free cities and counties (London: New Local Government Network).
Personal perspectives and memoirs
Barber, M. (2007). Instruction to Deliver: Tony Blair, Public Services and the Challenge of Achieving Targets (London: Methuen).
Media coverage of performance and performance management issues
Aldred, J. (2007). ‘Weaker councils urged to close performance gap,' in The Guardian, 7 February.
Brindle, D. (2008). ‘Worst-performing councils bounce back in watchdog's league tables,' in The Guardian, 7 February.
BBC (2008a). ‘Target to halve MRSA cases is met', 18 September.
BBC (2008b). ‘Baby death sparks Haringey review', 12 November. (among other news items on the same site)
Carvel, J. (2002). ‘Exodus of "worn out" staff from public jobs', The Guardian, 3 September.
Frean, A. (2008). ‘Teaching the test can prove disastrous', in The Times, 5 August. Grapper, J. (2008). ‘A pause for repentance, or the real end of big bonuses?' in The Financial Times, 10 October.
Johnston, I. (2007). Cited in ‘Ian Jonhston's Attack is Long Overdue', in The Daily Telegraph, 7 September.
Tendler, S. (2007). ‘We are making ludicrous arrests just to meet our targets, say police' in The Times, 15 May 2007.
The Economist (2005). ‘Statistics and politics in Britain', 23 March.
The Sun (2004). ‘Zero-rated 2004: You make us sick! Scandal of Bosses running Britain's worst hospitals', 21 October.
Wilby, P. (2008). ‘Class size isn't everything' in New Statesman, 27 March.
Worall, L. and Mather, K. (2008). ‘Targets are Killing Trust', in Guardian Public Magazine, 2 October.
Jackson, P. (1995). Reflections on Performance Measurement in Public Service organisations' in Measures of Success in the Public Sector (London: CIPFA).
Kamarck, E. (2007). The end of government as we know it: making public administration work (London: Boulder).
Layard, R. (2005) Happiness: Lessons from a New Science (London: Penguin).
Le Grand, J. (2005). The Other Invisible Hand: Delivering Public Services Through Choice and Competition (Princeton University Press).
Macleod, D. and Brady, C. (2007). The Extra Mile: How to engage your people to win (Financial Times / Prentice Hall).
Massey, A. and Pyper, R. (2005). Public management and modernisation in Britain (Palgrave Macmillan).
Mayo, A. (2004). Creating a learning and Development Strategy (London: Chartered Institute of Learning and Development).
Meyer, M. (2002). 'Finding performance: the new discipline in management', in Neely, A. (ed.), Business Performance Measurement: Theory and Practice (Cambridge: Cambridge University Press).
Neely, A. (2002). 'Measuring performance: the operations management perspective', in Neely, A. (ed.) Business Performance Measurement: Theory and Practice (Cambridge: Cambridge University Press).
Osterloh, M. and Frey, B. (2002). 'Does pay for performance really motivate employees?' in Neely, A. (ed.), Business Performance Measurement: Theory and Practice (Cambridge: Cambridge University Press).
Parmenter, D. (2007). Key Performance Indicators: Developing, Implementing, and Using Winning KPIs (John Wiley).
Pilbeam, S. and Corbridge, M. (2002). People Resourcing: Contemporary HRM in practice (FT: Prentice Hall).
Ployhart, R., Schneider, B., Schmitt, N. (2005). Staffing Organizations: Contemporary Practice and Theory (New Jersey: Lawrence Erlbaum Associates).
Poister, T. (2003). Measuring Performance in Public and Nonprofit Organizations (Jossey Bass).
Pollitt, C. and Bouckaert, G. (2004). Public Management Reform: A comparative analysis: Second Edition (Oxford: OUP).
Prat, A. (2006). 'The more closely we are watched, the better we behave?', in Hood, C. and Heald, D. (eds.), Transparency: The Key to Better Governance (Oxford: OUP).
Schwartz, R. and Mayne, J. (eds.) (2004). Quality matters: seeking confidence in evaluating, auditing and performance reporting (New Jersey: Transaction).
Shah, A. (ed.) (2005). Measuring and Monitoring Government Performance in the Delivery of Public Services (World Bank Publications).
Spitzer, D. (2007). Transforming performance measurement (AMACOM Books).
Talbot, C. (2005). 'Performance Management', in The Oxford Handbook of Public Management, eds. Ferlie, E., Lynn, L. E. Jr, and Pollitt, C. (Oxford: Oxford University Press).
Tyson, S. (2006). Essentials of Human Resource Management, (Elsevier: Butterworth-Heinmann).
Perspectives on performance management in Britain
Bevan, G. and Hood, C. (2006). 'Have targets improved performance in the English NHS?', British Medical Journal, Vol. 332, pp 419-422.
Bevan, G. (2008). 'Learning From Comparing? The Construction of Performance in Health Care', February. Summary of presentation (related publication forthcoming).
Bird, S.M., Cox, D., Farewell, V.T., Goldstein, H., Holt, T., Smith, P.C. (2005). 'Performance indicators: good, bad, and ugly', in Journal of the Royal Statistical Society: Series A (Statistics in Society), Vol.168, No. 1, 1-27.
Davis, G., Weller, P., Craswell, E. and Eggins, S. (1999). 'What drives machinery of government change? Australia, Canada and the United Kingdom 1950-1997', in Public Administration, Vol. 77, No. 1.
Graham, I. (2007). 'What's Wrong with Targets (?)' in, Perspectives on Performance, Vol. 6, No. 1, March.
Gregg, P., Grout, P., Ratcliffe, A., Smith, S. and Windmeijer, F. (2008). How Important is Pro-social Behaviour in the Delivery of Public Services? CMPO Working Paper No. 08/197 (Bristol: CMPO).
Hood, C. (2007). 'Public Service Management by Numbers: Why Does it Vary? Where Has it Come From? What Are the Gaps and the Puzzles?', in Public Money and Management, Vol. 27, No. 2, pp. 95-102.
Jacobs, R., Goddard, M. and Smith, P. (2008). 'Public Services: Are Composite Measures a Robust Reflection of Performance?', in ESRC Public Services Programme (Nottingham). King, E., Love, D., Coffey, R. and Willcock, K. (2006). The Market for Leadership Development in the Public Sector, Report for the Cabinet Office and the Public Services Leadership Consortium (London: Office for Public Management).
Lees, S., Aos, S. and Miller, M. (2008). Evidence-Based Programs to Prevent Children from Entering and Remaining in the Child Welfare System: Benefits and Costs for Washington, July (Olympia: Washington State Institute for Public Policy).
Lepper, M. and Green, D. (1978). The Hidden Cost of Rewards: new perspectives on the psychology of human motivation (New York: Erlbaum).
Mannion, R., Davies, H. and Marshall, M. (2003). Cultures for Performance in Health Care (Open University Press)
Martin, S. and Smith, P. (2005). 'Multiple public service performance indicators: towards and integrated statistical approach', in Journal of Public Administration, Research and Theory, Vol. 15, pp. 599-613.
Matheson, A. and Kwon, H. (2003). 'Public management in flux: Trends and differences across OECD countries', in Bovaird, T. and Loeffler, E., Public Management and Governance (London: Routledge).
Micheli, P., Neely, A. and Kennerley, M. (2007). 'Performance Measurement in the English Public Sector: Searching for the Golden Thread', in Perspectives on Performance, Volume 6; Issue 1.
Needham, C. (2006). 'Customer care and the public service ethos', in Public Administration, Vol. 84, No. 4, pp. 845-860.
Peters, B. G. (1998). Managing Horizontal Government: The Politics of Co-Ordination, Research Paper No. 21 (Ottawa: Canadian Centre for Management Development).
Pidd, M. (2007). Understanding Perverse Effects of Public Sector Measurement, Lancaster University Management School Working Paper.
Propper, C. (2008). 'Podcast' on research findings of the ESRC funded project Targets and Waiting Times: Exploring a Quasi-experiment to Evaluate the use of Targets in the Provision of Health Care in the UK.
Propper, C., Burgess, S. and Gossage, D. (2008), 'Competition and Quality: Evidence from the NHS Internal Market, 1991-9', Economic Journal.
Reichard, C. (1998). 'The impact of Performance Management on Transparency and Accountabiltiy in the Public Sector', in Hondeghem, A. (ed.), Ethics and Accountability in a Context of Governance and New Public Management (IOS Press).
Sixma, H.J., Spreeuweberg, P.M., van der Pausch, M.A. (1998). 'Patient satisfaction with the general practitioner: a two-level analysis.' Medical Care Vol. 36, pp. 212-229.
Smith, P. (1995). 'On the unintended consequences of publishing performance data in the public sector', International Journal of Public Administration, Vol. 18, Nos. 2&3, pp. 277-310.
Smith, P. (2006). 'Quantitative approaches towards assessing organisational performance', in Boyne, G. Meier, K., O'Toole, L. and Walker, R. (eds.) (2007), Public Service Performance (Cambridge: Cambridge University Press).
Smith, P. (2007). 'Performance budgeting in England: Public service agreements', in Robinson M. B. (ed.), Performance budgeting: linking funding and results (Washington DC: International Monetary Fund).
Talbot, C. (2003). 'Reinventing Government: performance, evaluation and outcomes', NIRA Policy Research, Vol. 16, No. 5.
Talbot, C. (2004). 'Executive agencies: have they improved management in government', Public Money and Management, April, pp. 104-12.
Talbot, C. (2007). 'Reviewing the situation', in Public Finance.
Talbot, C. (2007). 'An unholy mess', in Public Finance.
Talbot, C. (2007). 'The value of everything', in Public Finance.
Talbot, C. and Baker, M. (2007). The Alternative Comprehensive Spending Review (Manchester: Manchester University Press).
Talbot, C., Daunton, L. And Morgan, C. (2001). Measuring performance of government departments: international developments - a report to the National Audit Office (London: NAO).
Tavits, M. (2006). 'Making Democracy Work? Exploring the Linkage between Social Capital and Government Performance', Political Research Quarterly, Vol. 59, No. 2.
Thaler, R. H. and Sunstein, C. R. (2008). Nudge: Improving Decisions about Health, Wealth and Happiness (New Haven: Yale University Press).
Wageman, R. and Baker, G. (1997). 'Incentives and cooperation: the joint effects of task and reward interdependence on group performance' in Journal of Organisational Behaviour, Vol. 18, No. 2.
Walshe, K. & Freeman, T. (2002). 'The Effectiveness of Quality Improvement: learning from evaluations', in Quality and Safety in Healthcare, Vol. 11, pp. 85-87.
