By John WilsonSince its election in 1997, the Labour Government in the UK has emphasised the need to improve the quality of public services. In the case of local government, this emphasis has led to the introduction of Comprehensive Performance Assessment (CPA). This article considers the merits of actual and intended CPA strategy within the wider context of public service performance measurement. The author concludes that the results produced so far have failed to deliver a clear and consistent basis for reporting on the performance of councils. He goes on to conclude that it remains to be seen whether CPA will be a springboard for improving delivery of services or whether it will become a dead-weight burden on local government.
Public Money & Management Volume 24. Issue 1. ISSN 0954-0962