Not only does benchmarking tell an organisation how it performs, but also how much better it should perform. As the squeeze on the public finances tightens, money must go further. For top management, it explains the strategic approach of relationships with partners and how benchmarking with them can become a process of continuous improvement.

For service managers, it explains how to identify the critical processes and key performance measures, as well as how to manage the ongoing relationship with benchmarking partners or clubs.

And for finance professionals, it shows how they can use their skills in analysing and presenting cost and other performance information to be at the heart of any benchmarking programme.

Throughout the guide the reader is given answers to the questions that must be asked if their organisation is to succeed. As a result, it will encourage practitioners to take up benchmarking with renewed enthusiasm and success. You will see benchmarking from a new perspective. No longer will it be simply the collection of comparative information, but a powerful tool for self-improvement.

Published by CIPFA £100.