While designed for the public sector it's based on more generally applicable principles which hold fast in other sectors. However that is quite detailed, and while outcome focussed, there are 74 business practices to consider. So it's worth being open to some of the predecessors who facilitated the preliminary debate and did some of the earlier consolidation in a simpler way. Not necessary simple, just simpler.
Notably is the Framework for Performance Information - "FABRIC". A joint product from the National Audit Office, Audit Commission, Office for National Statistics, Cabinet Office and HM Treasury. The irony is that a decade on the Cabinet Office and HM Treasury are now legally bound to be compliant with the UK Statistics Authority Code of Practice. What goes around, comes around.
Like all such frameworks they tend to give you the "test answers" rather than the "workings" to get there. But perhaps more frustratingly, there can be lots of good content that can seem more than a little unconnected...framework, criteria, components and so on. So here's that Framework for Performance parts summarised, and the big picture distilled.
A. Framework for Performance Information
How performance data relates to the business...
B. Criteria for Individual Performance Measures
So what makes a good measure...
C. Components for Managing Performance Measures
Planning, assuring and using measures. And mapping on the relationship with Framework (A) above...
D. Corporate Performance Framework - Distilled.
So this is my take on what that framework might look like if integrated and presented as a whole, to get a better sense of the relationship of those parts. Developed from the various elements, this is structured this around the nature of business activity - which is after all is the focus of performance measurement - in terms of corporate activity (resources, inputs, processes, outputs and outcomes) and corporate success (economy, efficiency and effectiveness).