All not-for-profit organisations should be able to answer the questions of how much good are they doing and how efficiently are they doing it.
Around the world people are striving to find answers and this book is a thoughtful assessment of current developments.
Performance management is on the agenda because governments and donors want evidence of their achievements. This book uses case studies to describe many different approaches to performance management including benchmarking, kitemarks, outcome measurement and quality management systems. It concludes that organisations need a "balanced scorecard" or "dashboard" of measures to track performance.
Rob Paton's review of the state-of-the-art demonstrates how much work has to be done to develop management processes that deliver top quality information in a timely and cost-effective way.
Paton has a deep, if sometimes slightly sceptical, understanding of performance management. Indirectly, he illustrates my view that there is no short cut to every organisation developing its own "dials" and its own performance management arrangements. He has, however, written a book for the experts rather than the busy manager.