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Managing and Measuring Performance in Public and Nonprofit Organizations: An Integrated Approach, 2nd Edition

Book Description

New edition of a classic guide to ensuring effective organizational performance

Thoroughly revised and updated, the second edition of Managing and Measuring Performance in Public and Nonprofit Organizations is a comprehensive resource for designing and implementing effective performance management and measurement systems in public and nonprofit organizations. The ideas, tools, and processes in this vital resource are designed to help organizations develop measurement systems to support such effective management approaches as strategic management, results-based budgeting, performance management, process improvement, performance contracting, and much more.

The book will help readers identify outcomes and other performance criteria to be measured, tie measures to goals and objectives, define and evaluate the worth of desired performance measures, and analyze, process, report, and utilize data effectively.

  • Includes significant updates that offer a more integrated approach to performance management and measurement

  • Offers a detailed framework and instructions for developing and implementing performance management systems

  • Shows how to apply the most effective performance management principles

  • Reveals how to overcome the barriers to effective performance management

  • Managing and Measuring Performance in Public and Nonprofit Organizations identifies common methodological and managerial problems that often confront managers in developing performance measurement systems, and presents a number of targeted strategies for the successful implementation of such systems in public and nonprofit organizations. This must-have resource will help leaders reach their organizational goals and objectives.

    Table of Contents

    1. Title page
    2. Copyright page
    3. Dedication
    4. Preface
    5. Acknowledgments
    6. PART ONE: Introduction to Performance Measurement
      1. CHAPTER ONE: Introduction to Performance Measurement and Management
        1. Public Management, Performance Management, and Accountability
        2. Benefits of Performance Management
        3. Challenges of Performance Management
        4. Distinguishing Performance Management from Its Cousins
        5. Outline of the Book
        6. References
      2. CHAPTER TWO: Developing Effective Performance Management Systems
        1. The Design and Implementation Process
        2. A Flexible Process
        3. References
    7. PART TWO: Methodological Elements of Performance Measurement
      1. CHAPTER THREE: Developing a Performance Framework: Program Logic Models and Performance Measures
        1. Program Logic
        2. Diverse Logic Models
        3. Performance Measures
        4. Integrated Sets of Performance Measures
        5. Developing Logic Models
        6. References
      2. CHAPTER FOUR: Targeting Results: Clarifying Goals and Objectives
        1. Mission, Goals, and Objectives
        2. “SMART” Objectives
        3. Service Standards
        4. Programmatic versus Managerial Goals and Objectives
        5. Public and Nonprofit Goal Structures
        6. Goals, Objectives, and Measures
        7. References
      3. CHAPTER FIVE: Defining Performance Indicators
        1. Operational Indicators
        2. Sources
        3. Validity and Reliability
        4. Common Measurement Problems
        5. Selecting Indicators: Other Criteria for Performance Measures
        6. References
      4. CHAPTER SIX: Reporting Performance Data
        1. Performance Data and Their Audience
        2. Reporting Formats
        3. Conclusion
      5. CHAPTER SEVEN: Analyzing Performance Information
        1. Public Transit System Performance
        2. Effectiveness of a Child Support Enforcement Program
        3. Conclusion
        4. References
    8. PART THREE: Strategic Applications of Performance Management Principles
      1. CHAPTER EIGHT: Using Performance Measures to Support Strategic Planning and Management
        1. Strategic Planning and Management
        2. Virginia Performs: Using Vision to Develop Goals, Objectives, and Measures
        3. Focus on Outcome Measures: US Department of Transportation
        4. Balanced Scorecard Models
        5. Performance Measurement and Strategic Management
        6. References
      2. CHAPTER NINE: Performance-Informed Budgeting
        1. Performance in Public Budgeting: Conceptual Understanding
        2. Potential Benefits of Performance-Informed Budgeting
        3. Historical Development and the Current State of Performance-Informed Budgeting
        4. Current Practice
        5. Effectiveness
        6. Guidelines for Implementing Performance-Informed Budgeting
        7. Conclusion
        8. References
      3. CHAPTER TEN: Managing Employees, Programs, and Organizational Units
        1. Performance Management Systems
        2. Management by Objectives
        3. Performance Monitoring Systems
        4. Individual and Programmatic Performance Management
        5. Evidence-Based Practice
        6. Program Evaluation
        7. References
      4. CHAPTER ELEVEN: Performance Management in Grant and Contract Programs
        1. Government Versus Governance: Challenges of the Transition to Third-Party Implementation
        2. Distinguishing Contracts from Grants
        3. Performance Measurement and Management in Grants and Contracts
        4. Problems and Special Considerations Using Performance Management in Grant Programs
        5. References
      5. CHAPTER TWELVE: Improving Quality and Process
        1. Monitoring Productivity for Process Improvement
        2. Quality and Productivity Improvement
        3. Monitoring the Nuts and Bolts
        4. References
      6. CHAPTER THIRTEEN: Soliciting Stakeholder Feedback
        1. Identifying Stakeholders: The Stakeholder Audit
        2. Obtaining Customer Feedback
        3. Analyzing Stakeholder Feedback
        4. E-Government and Stakeholder Involvement
        5. Measuring and Evaluating Stakeholder Engagement
        6. References
      7. CHAPTER FOURTEEN: Using Comparative Measures to Benchmark Performance
        1. Public Sector Benchmarking
        2. Statistical Benchmarking
        3. Problems and Challenges in Benchmarking
        4. Strategies to Improve Comparative Measures
        5. Identifying Best Practices
        6. A Regulatory Benchmarking Example
        7. Prospects for Benchmarking
        8. References
    9. PART FOUR: Design and Implementation of Performance Management Systems
      1. CHAPTER FIFTEEN: Designing and Implementing Effective Management Systems
        1. Managing the Process
        2. Elements of Success
        3. Strategies for Success
        4. Prospects for Progress in Performance Management
        5. A Final Comment
        6. References
    10. Name Index
    11. Subject Index
    12. End User License Agreement