ABSTRACT
Performance management is at the top of agendas in most government and public organizations, as well as many not-for-profit organizations. In this follow up to his successful book, Strategic Performance Management, the author focuses on the unique challenges public sector organizations face when tackling the issues of strategic performance management.
Drawing on his extensive experience of working with numerous government, public sector, and not-for-profit organizations over the author covers:
* The context of decision making in the public sector
* The significance of the use of budgeting for performance management, and the impact of performance measurements on budgets
* A huge range of underpinning cases and examples from the public sector, including cases on the Home Office and the NHS in the UK, and the US Air Force
For senior executives in the public sector and government, and for faculty and students in the field this is the authoritative strategic level treatment of this fast-growing area.
TABLE OF CONTENTS
chapter |9 pages
Introdution
part |118 pages
Identifying and Agreeing What Matters
chapter |9 pages
Clarifying Purpose, Goals and Values
chapter |16 pages
Understanding Your Outcomes, Outputs and Value Proposition
chapter |21 pages
Understanding Inputs, Competencies and Resources
chapter |39 pages
Mapping and Defining your Strategy
chapter |22 pages
Aligning Your Organization with Your Strategy
part |5 pages
Collecting the Right Management Information
chapter |25 pages
Measuring Performance
chapter |14 pages
Creating Key Performance Questions
chapter |34 pages
Designing Performance Indicators
part |78 pages
Learning and Improving Performance