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The evolution of benchmarking in UK local authorities

Mary Bowerman (Sheffield University Management School, University of Sheffield, Sheffield, UK)
Graham Francis (Public Interest and Non‐profit Management Research Unit, Open University Business School, Milton Keynes, UK)
Amanda Ball (School of Management, Royal Holloway, University of London, Egham, UK, and)
Jackie Fry (Accounting and Finance Research Unit, Open University Business School, Milton Keynes, UK)

Benchmarking: An International Journal

ISSN: 1463-5771

Article publication date: 1 December 2002

3391

Abstract

Explores issues surrounding the recent evolution of benchmarking in the UK public sector with particular regard to local authorities. Argues that what is being done in the name of benchmarking in UK local authorities is fundamentally different to the current understanding of benchmarking practice in the private sector. Despite these differences, and somewhat ironically, the development of benchmarking in the public sector pre‐dates its popularity in the private sector. In the public sector, benchmarking is frequently in response to central government requirements, or is used for defensive reasons rather than striving for performance gains. These themes are captured in two new benchmarking typologies: compulsory and voluntary models of benchmarking. Concludes that: the reasons for benchmarking in the public sector are confused; pressures for accountability in the public sector may militate against real performance improvement; and an appropriate balance between the use of benchmarking for control and improvement purposes is yet to be achieved.

Keywords

Citation

Bowerman, M., Francis, G., Ball, A. and Fry, J. (2002), "The evolution of benchmarking in UK local authorities", Benchmarking: An International Journal, Vol. 9 No. 5, pp. 429-449. https://doi.org/10.1108/14635770210451455

Publisher

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MCB UP Ltd

Copyright © 2002, MCB UP Limited

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