Managing and Measuring Performance in Public and Nonprofit Organizations by Poister, Theodore H. -- Read -- Imperial Library of Trantor

Index

Cover Table of Contents Title page Copyright page Dedication Preface Acknowledgments PART ONE: Introduction to Performance Measurement

CHAPTER ONE: Introduction to Performance Measurement and Management

Public Management, Performance Management, and Accountability Benefits of Performance Management Challenges of Performance Management Distinguishing Performance Management from Its Cousins Outline of the Book References

CHAPTER TWO: Developing Effective Performance Management Systems

The Design and Implementation Process A Flexible Process References

PART TWO: Methodological Elements of Performance Measurement

Program Logic Diverse Logic Models Performance Measures Integrated Sets of Performance Measures Developing Logic Models References

CHAPTER FOUR: Targeting Results: Clarifying Goals and Objectives

Mission, Goals, and Objectives “SMART” Objectives Service Standards Programmatic versus Managerial Goals and Objectives Public and Nonprofit Goal Structures Goals, Objectives, and Measures References

CHAPTER FIVE: Defining Performance Indicators

Operational Indicators Sources Validity and Reliability Common Measurement Problems Selecting Indicators: Other Criteria for Performance Measures References

CHAPTER SIX: Reporting Performance Data

Performance Data and Their Audience Reporting Formats Conclusion

CHAPTER SEVEN: Analyzing Performance Information

Public Transit System Performance Effectiveness of a Child Support Enforcement Program Conclusion References

PART THREE: Strategic Applications of Performance Management Principles

Strategic Planning and Management Virginia Performs: Using Vision to Develop Goals, Objectives, and Measures Focus on Outcome Measures: US Department of Transportation Balanced Scorecard Models Performance Measurement and Strategic Management References

CHAPTER NINE: Performance-Informed Budgeting

Performance in Public Budgeting: Conceptual Understanding Potential Benefits of Performance-Informed Budgeting Historical Development and the Current State of Performance-Informed Budgeting Current Practice Effectiveness Guidelines for Implementing Performance-Informed Budgeting Conclusion References

CHAPTER TEN: Managing Employees, Programs, and Organizational Units

Performance Management Systems Management by Objectives Performance Monitoring Systems Individual and Programmatic Performance Management Evidence-Based Practice Program Evaluation References

CHAPTER ELEVEN: Performance Management in Grant and Contract Programs

CHAPTER TWELVE: Improving Quality and Process

Monitoring Productivity for Process Improvement Quality and Productivity Improvement Monitoring the Nuts and Bolts References

CHAPTER THIRTEEN: Soliciting Stakeholder Feedback

Identifying Stakeholders: The Stakeholder Audit Obtaining Customer Feedback Analyzing Stakeholder Feedback E-Government and Stakeholder Involvement Measuring and Evaluating Stakeholder Engagement References

CHAPTER FOURTEEN: Using Comparative Measures to Benchmark Performance

Public Sector Benchmarking Statistical Benchmarking Problems and Challenges in Benchmarking Strategies to Improve Comparative Measures Identifying Best Practices A Regulatory Benchmarking Example Prospects for Benchmarking References

PART FOUR: Design and Implementation of Performance Management Systems

Managing the Process Elements of Success Strategies for Success Prospects for Progress in Performance Management A Final Comment References

Name Index Subject Index End User License Agreement