I seek to demonstrate - with case studies - that targets actually undermine achievement of purpose, which is improving public sector performance. I shall also illustrate an alternative approach, which is to make capability measurement the corner stone of public sector improvement. I shall describe what these measures are, how they differ from targets and how they are used to understand and improve performance in a sustainable way. The case studies show significant performance improvement using capability measures and I shall ask the reader to reflect on whether this level of improvement could ever have been achieved within the current targets regime.
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