Author Profile
Acknowledgements
Business Intelligence
Public Futures
Overview: The New Public Sector Performance Agenda
- Raising performance to a new level
- A seven-step process for redesigning your performance management programme
- Step one: Take a stakeholder view of performance
- Step two: Define your strategic performance goals
- Step three: Select a best-fit performance measurement framework
- Step four: Select the most effective performance measures
- Step five: Assign responsibility and accountability
- Step six: Build a high-performance culture
- Step seven: Use reviews to improve performance continuously
- A concise roadmap for management performance improvement
- Original, in-depth case studies
- Key research findings
- A roadmap to plan your performance management programme
- Expert advisors
- Achieving performance excellence - the critical success factors
Step 1: Take a Stakeholder View of Performance
- Executive Summary
- Introduction: new thinking that is shaping the performance agenda
- Benchmarks: how the public sector responds to the pressure to measure
- Stakeholders and the drivers of the new performance management agenda
- More demanding citizens
- How governments are remodelling performance management
- UK initiatives
- US initiatives
- Singapore initiative
- City of St Charles Case Report
- Centrelink, Australia Case Report
- Expert Analysis and Advice: How to Come to Terms with Competing Stakeholder Demands
- First, know your stakeholders
- The pain that engenders fear
- The need to prioritize stakeholders
- Who are the priority stakeholders?
- The need to priorotize stakeholders’ needs
- Step One Audit Questions and Outcomes
- Audit questions
- Outcomes
Step 2: Define Your Strategic Performance Goals
- Executive Summary
- Introduction: Strategic Prioritization
- Defining Strategy
- Definitions used in the report
- Australian Federal Police Case Report
- Office of Government-Wide Policy, General Services, Case Report
- London Borough of Barking and Dagenham Case Report
- The Role of the CEO and the Senior Management Team
- Strategic competencies
- Role Model Example: Guiliano Zaccardelli, Royal Canadian Mounted Police
- Role model Example: Andrew Geddes OBE Inland Revenue Accounts Office,
- Cumbernauld, Scotland
- Role Model Examples: Richard Magnus, Chief Judge, Singapore’s Subordinate Courts
- Key roles of the CEO
- Strategy Formulation
- The pressure of short-termism
- The way forward
- A Strategic Vision
- Vision and mission statements
- City of Brisbane Case Report
- London Borough of Barking and Dagenham Case Report
- North Hertfordshire District Council Case Report
- Singapore Prison Service Case Report
- The importance of partnerships
- Structuring Stakeholder Dialogues
- City of St Charles Case Report
- Developing the dialogue process
- Dialogue challenges
- Camden and Islington Mental Health and Social Care Trust Case Report
- An honest dialogue
- Soliciting Internal Views
- Step Two Audit Questions and Outcomes
- Audit questions
- Outcomes
Step 3: Choosing a Strategic Measurement Framework
- Executive Summary
- Introduction: Widespread Framework Adoption
- Framework usage: survey findings
- How frameworks are used by case study organizations
- The Reasons for Framework Popularity
- Demonstrable successes
- The Balanced Scorecard
- City of Brisbane Case Report
- Demoting the financial perspective
- Scorecard variations
- Camden & Islington Mental Health and Social Care Trust Case Report
- Department of Revenue, State of Washington Case Report
- The Malcolm Baldrige National Quality Award
- The Malcolm Baldrige National Quality Award
- The EFQM Business Excellence Model
- Aarhus Region Customs and Tax Case Report
- Inland Revenue Accounts Office, Cumbernauld, Scotland, Case Report
- Comprehensive Performance Assessment Framework
- Performance Prism
- London Youth Case Report
- Frameworks: Strengths and Weaknesses
- Using frameworks together
- Step Three Audit Questions and Outcomes
- Audit questions
- Outcomes
Step 4: Selecting the Most Effective Performance Measures
- Executive Summary
- Introduction: Defining Measures
- Key performance indicators
- The Difficulty Posed by Conflicting Measurement Agendas
- Measures of little value
- The Benefits of Measurement
- Selecting Strategic Measure
- Measurement competence
- City of Brisbane Case Report
- Texas Education Agency Case Report
- Cause and Effect Relationships
- City of St Charles Case Report
- Stretch Targets
- The Camden and Islington Mental Health and Social Care Trust Case Report
- Getting the ‘right Measures’
- Benchmarking
- Summary
- Step Four Audit Questions and Outcomes
- Audit questions
- Outcomes
- Step 5: Assign Responsibility and Accountability
- Executive Summary
- Introduction: Cascading Strategic Objectives Throughout the Organization
- Performance Improvement and Stretch Goals
- Business Intelligence survey findings
- Cascade Linkages
- Devolved responsibility
- Liverpool City Council, Portfolio of Housing, Supported Living and Community Safety
- Case Report
- City of St Charles Case Report
- London Borough of Barking and Dagenham Case Report
- City of Brisbane Case Report
- Assigning Ownership and Accountability
- Dangers of ‘single’ ownership
- Ownership at the local level
- Building an In-house Performance Management and Measurement Capability
- Camden and Islington Mental Health and Social Care Trust Case Report
- Self-assessment capabilities
- A core organizational capability
- Aarhus Region Customs and Tax Case Report
- North Hertfordshire District Council Case Report
- Scottish Enterprise Case Report
- Royal Canadian Mounted Police Case Report
- Summary
- Step Five Audit Questions and Outcomes
- Audit questions
- Outcomes
Step 6: Build a High-performance Culture
- Executive Summary
- Introduction: Performance Culture and Service Delivery
- Shaping a Performance Culture
- Key features of a performance culture
- The Role of Leadership
- Inland Revenue Accounts Office, Cumbernauld, Scotland, Case Report
- Value Statements
- Office of Government-wide Policy, General Services Administration Case Report
- Employee Involvement in Culture Change
- Employee satisfaction surveys
- Aarhus Region Customs and Tax Case Report
- Resistance to Performance Management
- Aligning Individual Performance with Strategic Goals
- Singapore Civil Service Case Report
- Appraisal Systems
- Survey findings: senior management appraisals
- Department of Revenue, State of Washington, Case Report
- Keeping executive contracts aligned
- Survey findings: staff appraisals
- Case Report: Aarhus Customs and Tax Office
- The Role of Human Resources
- Incentive Compensation
- Incentives: the survey findings
- Incentivised senior managers deliver more benefits
- Summary
- Step Six Audit Questions and Outcomes
- Audit questions
- Outcomes
Step 7: Provide Feedback for Continuous Performance Improvement
- Executive Summary
- Introduction: Driving Performance Improvement Through Reviews and Feedback
- Defining the Value of Performance Reviews
- Survey findings
- Aarhus Region Customs and Tax Office Case Report
- The roles played by reviews in high-performing organizations
- The Balanced Scorecard and Strategic Performance Reviews
- Office of Government-wide Policy Case Report
- London Borough of Barking and Dagenham Case Report
- Performance Reviews at Operational Level
- Streamlining Performance Management with Information Systems
- Ministry of Defence Case Report
- Texas Education Agency Case Report
- Summary
- Step Six Audit Questions and Outcomes
- Audit questions
- Outcomes
8: A Roadmap for Effective Performance Management
- Step One: Take a Stakeholder View of Performance
- Step Two: Define Your Strategic Performance Goals
- Step Three: Choosing a Strategic Performance Measurement Framework
- Step Four: Select the Right Measures
- Step Five: Assign Responsibility and Accountability
- Step Six: Build a Performance Culture
- Step Seven: Use Reviews for Continuous Performance Improvement
9: Case Studies
- Australian Federal Police
- Cardiac Care Network of Ontario
- Army of the Canadian Forces, Department of National Defence
- Aarhus Region Customs and Tax
- Liverpool City Council Directorate of Housing, Supported Living and Community Safety
- North Hertfordshire District Council
- Office of Government-wide Policy, General Services Administration
Appendix 1: The New Public Service Performance Agenda: Key Research Findings
Appendix 2: Software Vendor Listing
