Description
Book SynopsisWritten in an accessible and practical style, Doing More With Less 2nd edition addresses the efficiency drive using models, tools, and ideas more commonly found in the corporate world. This fully updated edition also includes case studies from Audit Scotland, Belfast City Council, FBI, NHS, Ministry of Works (Bahrain), and many more.
Trade Review'An intriguing book...Someone should give George Osborne a copy.'
- Allister Heath, City A.M
"This book is a great piece of work which is right for our times. It is an excellent guide for everyone involved in strategy development and delivery in the new era of financial constraints."
-Robert W. Black, First Auditor General For Scotland (2000-2012)
"This is an excellent reference for those in the public sector who are responsible for good performance management. As a consumer of public sector services, I will be the ultimate beneficiary of this work."
-Dr David P. Norton, Co-Developer of the Balanced Scorecard; Director, Palladium Group
"A highly engaging and relevant book! Marr and Creelman are genius at making managing, reporting, and reviewing performance culture-focused, relevant, and fun in these changing times."
-Michelle McCusker, Head of Business Performance, NHS NW Collaborative Commercial Agency
"This book not only explains what good performance management can do for you, it makes it achievable. At a time when every public sector organization is striving to be as efficient and as effective as possible, the principles within this book make it possible to adapt and to demonstrate value in even the most challenging times."
-Patricia Stead, Director, Planning and Performance, Arts Council England
"A 'must' for anyone trying to maintain and enhance their performance in very challenging times. This approach helps to clarify thinking, truly identify priorities, and align resources in a way that the whole organization can understand."
-Gillian Porter, Head of Performance and Analysis, Durham Constabulary
Table of ContentsIntroduction 1. Both Efficient And Effective, The New Public Sector Performance Agenda 2. Balanced Scorecards, The Journey From Measurement To Strategic Performance Management 3. Using Lean Thinking To Improve Strategic Performance 4. Designing Strategy Maps To Agree Strategic Priorities 5. Agreeing High Level Strategic Outcome Targets And Key Performance Indicators 6. Selecting Strategic Initiatives: 7. Aligning Financial Management With Strategic Goals 8. Keeping Your Eyes On The Ball: Reporting And Reviewing Performance 9. Building A Culture Focused On Strategic Performance Management Conclusion And Key Strategic Performance Questions
