{"product_id":"key-performance-indicators-for-government-and-non-profit-agencies-9780470944547","title":"Key Performance Indicators for Government and Non","description":"\u003cb\u003eBook Synopsis\u003c\/b\u003e\u003cbr\u003e\u003cb\u003eWinning techniques and strategies for nonprofits and government agencies in creating successful and critical key performance indicators\u003c\/b\u003e  \u003cp\u003eBy exploring measures that have transformed businesses, David Parmenter has developed a methodology that is breathtaking in its simplicity and yet profound in its impact. \u003ci\u003eKey Performance Indicators for Government and Nonprofit Agencies: Implementing Winning KPIs\u003c\/i\u003e is a proactive guide representing a significant shift in the way KPIs are developed and used, with an abundance of implementation tools for government agencies and nonprofit groups.\u003c\/p\u003e \u003cul\u003e \u003cli\u003eImplementation variations and short cuts for government and not-for-profit organizations\u003c\/li\u003e \u003cli\u003eHow to brainstorm performance measures\u003c\/li\u003e \u003cli\u003eTemplates for reporting performance measures\u003c\/li\u003e \u003cli\u003eA resource kit for a consultant who is acting as a coach \/ facilitator to the in-house project team\u003c\/li\u003e \u003cli\u003eAlso by David Parmenter: \u003ci\u003eKey Performance Indicators: Developing, Implementin\u003cbr\u003e\u003cbr\u003e\u003cb\u003eTable of Contents\u003c\/b\u003e\u003cbr\u003e\u003c\/i\u003e\u003cp\u003ePreface xiii\u003c\/p\u003e \u003cp\u003eAcknowledgments xxi\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart I \u003c\/b\u003e\u003cb\u003eSetting The Scene\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 1 \u003c\/b\u003e\u003cb\u003eBackground 3\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eAre Agencies Really Non Profit Agencies? 3\u003c\/p\u003e \u003cp\u003eMeasurement in Government and Non Profit Agencies 3\u003c\/p\u003e \u003cp\u003eUnintended Behavior: The Dark Side of Measures 4\u003c\/p\u003e \u003cp\u003eBalanced Scorecards within Government and Non Profit Agencies 6\u003c\/p\u003e \u003cp\u003eChecklist: Where Are You in Your Journey with Performance Measures? 6\u003c\/p\u003e \u003cp\u003eMajor Benefits of Performance Measures 8\u003c\/p\u003e \u003cp\u003eNotes 10\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 2 \u003c\/b\u003e\u003cb\u003eMyths of Performance Measurement 13\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eMyth 1: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Very Obvious 13\u003c\/p\u003e \u003cp\u003eMyth 2: You Can Delegate a Performance Management Project to a Consulting Firm 14\u003c\/p\u003e \u003cp\u003eMyth 3: Your In-House Project Team Can Achieve Success while Continuing with Their Other Duties 14\u003c\/p\u003e \u003cp\u003eMyth 4: By Tying KPIs to Pay You Will Increase Performance 14\u003c\/p\u003e \u003cp\u003eMyth 5: Most Measures Lead to Better Performance 15\u003c\/p\u003e \u003cp\u003eMyth 6: Performance Measures Are Mainly Used to Help Manage Implementation of Strategic Initiatives 16\u003c\/p\u003e \u003cp\u003eMyth 7: The Balanced Scorecard Was First Off the Blocks 17\u003c\/p\u003e \u003cp\u003eMyth 8: Measures Fit Neatly into One Balanced-Scorecard Perspective 18\u003c\/p\u003e \u003cp\u003eMyth 9: The Balanced Scorecard Can Report Progress to Both Management and the Board 18\u003c\/p\u003e \u003cp\u003eMyth 10: There Are Only Four Balanced-Scorecard Perspectives 18\u003c\/p\u003e \u003cp\u003eMyth 11: Strategy Mapping Is a Vital Requirement 20\u003c\/p\u003e \u003cp\u003eMyth 12: All Performance Measures Are KPIs 22\u003c\/p\u003e \u003cp\u003eMyth 13: Monitoring Monthly Performance Measures Will Improve Performance 23\u003c\/p\u003e \u003cp\u003eMyth 14: KPIs Are Financial and Nonfinancial Indicators 23\u003c\/p\u003e \u003cp\u003eMyth 15: The More Measures the Better 23\u003c\/p\u003e \u003cp\u003eMyth 16: Indicators Are Either Lead (Performance Driver) or Lag (Outcome) Indicators 24\u003c\/p\u003e \u003cp\u003eMyth 17: We Know What Good Performance Will Look Like Before the Year Starts and, thus, Can Set Relevant Year-End Targets 24\u003c\/p\u003e \u003cp\u003eNotes 25\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 3 \u003c\/b\u003e\u003cb\u003eRevitalizing Performance Management 27\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eFoundation Stone 1: Understanding Human Behavior 27\u003c\/p\u003e \u003cp\u003eFoundation Stone 2: Knowledge of the Paradigm Shifters (Drucker, Collins, Welch, Hamel, Peters, Waterman, and Others) 29\u003c\/p\u003e \u003cp\u003eFoundation Stone 3: Using an Appropriate Strategy 44\u003c\/p\u003e \u003cp\u003eFoundation Stone 4: Critical Success Factors Known by All Staff 45\u003c\/p\u003e \u003cp\u003eFoundation Stone 5: Abandon Processes That Do Not Work 45\u003c\/p\u003e \u003cp\u003eRejuvenating Human Resources 46\u003c\/p\u003e \u003cp\u003ePerformance-Related Pay: Correcting the Errors 47\u003c\/p\u003e \u003cp\u003eReviewing an Individual’s Performance 48\u003c\/p\u003e \u003cp\u003eGetting the Right People on the Bus 48\u003c\/p\u003e \u003cp\u003eJack Welch’s 20\/70\/10 Differentiation Rule 49\u003c\/p\u003e \u003cp\u003eSecrets from High-Performing Teams 49\u003c\/p\u003e \u003cp\u003eToyota’s 14 Principles 50\u003c\/p\u003e \u003cp\u003eRole of Performance Measures: Implementing Winning KPIs 51\u003c\/p\u003e \u003cp\u003eQuarterly Rolling Planning: The Setting of Targets 51\u003c\/p\u003e \u003cp\u003eReporting Performance 52\u003c\/p\u003e \u003cp\u003eOutside-In View 53\u003c\/p\u003e \u003cp\u003eAdopting \u003ci\u003eKaizen \u003c\/i\u003e53\u003c\/p\u003e \u003cp\u003eWorking Smarter Not Harder 54\u003c\/p\u003e \u003cp\u003eGetting Technology to Deliver 54\u003c\/p\u003e \u003cp\u003eMoving from Management to Leadership 55\u003c\/p\u003e \u003cp\u003eNotes 55\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 4 \u003c\/b\u003e\u003cb\u003eMeasurement Leadership Has to Come from the Chief Executive Officer 57\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eBarriers to Measurement Leadership 57\u003c\/p\u003e \u003cp\u003eThe Way Forward for the Chief Executive Officer 58\u003c\/p\u003e \u003cp\u003eAppoint a Chief Measurement Officer 60\u003c\/p\u003e \u003cp\u003eNotes 60\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 5 \u003c\/b\u003e\u003cb\u003eStrategy and Its Relevance to Performance Measures 61\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eDefine Your Organization’s Mission, Vision, Values 61\u003c\/p\u003e \u003cp\u003eCreate a Strategy That Is Understood by Staff 63\u003c\/p\u003e \u003cp\u003eEnsure That Your Strategy Is Balanced 64\u003c\/p\u003e \u003cp\u003eMonitor Implementation of Your Strategy 66\u003c\/p\u003e \u003cp\u003eCreating the Future 66\u003c\/p\u003e \u003cp\u003eReplace the Annual Planning Process with Rolling Planning 67\u003c\/p\u003e \u003cp\u003eNotes 67\u003c\/p\u003e \u003cp\u003e\u003cb\u003ePart II \u003c\/b\u003e\u003cb\u003eWinning KPIs Methodology\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 6 \u003c\/b\u003e\u003cb\u003eThe Great KPI Misunderstanding 71\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eKey Result Indicators 71\u003c\/p\u003e \u003cp\u003ePerformance and Result Indicators 73\u003c\/p\u003e \u003cp\u003eKey Performance Indicators 74\u003c\/p\u003e \u003cp\u003eSeven Characteristics of KPIs 76\u003c\/p\u003e \u003cp\u003eDifference between Key Results Indicators and KPIs 78\u003c\/p\u003e \u003cp\u003eLead and Lag Confusion 79\u003c\/p\u003e \u003cp\u003e10\/80\/10 Rule 81\u003c\/p\u003e \u003cp\u003eImportance of Timely Measurement 82\u003c\/p\u003e \u003cp\u003eNote 83\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 7 \u003c\/b\u003e\u003cb\u003eFinding Your Organization’s Critical Success Factors 85\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Missing Link 85\u003c\/p\u003e \u003cp\u003eImportance of Knowing Your Organization’s Critical Success Factors 86\u003c\/p\u003e \u003cp\u003eFour Tasks for Identifying Organization-Wide Critical Success Factors 91\u003c\/p\u003e \u003cp\u003eStrategy Mapping 100\u003c\/p\u003e \u003cp\u003eNotes 103\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 8 \u003c\/b\u003e\u003cb\u003eFoundation Stones for Implementing Key Performance Indicators 105\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e“Partnership with the Staff, Unions, and Third Parties” Foundation Stone 105\u003c\/p\u003e \u003cp\u003e“Transfer of Power to the Front Line” Foundation Stone 107\u003c\/p\u003e \u003cp\u003e“Measure and Report Only What Matters” Foundation Stone 108\u003c\/p\u003e \u003cp\u003e“Source KPIs from the Critical Success Factors” Foundation Stone 110\u003c\/p\u003e \u003cp\u003e“Abandon Processes That Do Not Deliver” Foundation Stone 111\u003c\/p\u003e \u003cp\u003e“Understand Human Behavior” Foundation Stone 112\u003c\/p\u003e \u003cp\u003e“Organization-Wide Understanding of Winning KPIs Definition” Foundation Stone 113\u003c\/p\u003e \u003cp\u003eNotes 113\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 9 \u003c\/b\u003e\u003cb\u003eImplementing the 12-Step Process 115\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow the 12-Step Model and the Seven Foundation Stones Fit Together 115\u003c\/p\u003e \u003cp\u003eStep One: Senior Management Team Commitment 115\u003c\/p\u003e \u003cp\u003eStep Two: Establish a Winning KPI Team Working Full Time on the Project 120\u003c\/p\u003e \u003cp\u003eStep Three: Establish a Just-Do-It Culture and Process 124\u003c\/p\u003e \u003cp\u003eStep Four: Set Up a Holistic KPI Development Strategy 127\u003c\/p\u003e \u003cp\u003eStep Five: Market the KPI System to All Employees 131\u003c\/p\u003e \u003cp\u003eStep Six: Identify Organization-Wide Critical Success Factors 134\u003c\/p\u003e \u003cp\u003eStep Seven: Record Performance Measures in a Database 134\u003c\/p\u003e \u003cp\u003eStep Eight: Select Team-Level Performance Measures 137\u003c\/p\u003e \u003cp\u003eStep Nine: Select Organizational Winning KPIs 143\u003c\/p\u003e \u003cp\u003eStep Ten: Develop the Reporting Framework at All Levels 145\u003c\/p\u003e \u003cp\u003eStep Eleven: Facilitate the Use of Winning KPIs 148\u003c\/p\u003e \u003cp\u003eStep Twelve: Refine KPIs to Maintain Their Relevance 151\u003c\/p\u003e \u003cp\u003eNotes 152\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 10 \u003c\/b\u003e\u003cb\u003eDetermining the Measures 155\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eHow to Derive Measures 156\u003c\/p\u003e \u003cp\u003eBrainstorming Measures 156\u003c\/p\u003e \u003cp\u003eStacey Barr’s PuMP 157\u003c\/p\u003e \u003cp\u003eChecking KPIs for Behavioral Alignment 159\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 11 \u003c\/b\u003e\u003cb\u003eCase Studies 161\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eGolf Club (Non Profit Membership Organization) 161\u003c\/p\u003e \u003cp\u003eSurf Life Saving (Non Profit Membership Organization) 166\u003c\/p\u003e \u003cp\u003eGovernment Department 169\u003c\/p\u003e \u003cp\u003eProfessional Accounting Body 170\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 12 \u003c\/b\u003e\u003cb\u003eSelling Change 173\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eSelling by Emotional Drivers 173\u003c\/p\u003e \u003cp\u003eSelling the Move to Winning KPIs 174\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 13 \u003c\/b\u003e\u003cb\u003eCommon Critical Success Factors and Their Likely Measures for Government and Non\u003c\/b\u003e \u003cb\u003eProfit Agencies 177\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003e\u003cb\u003eChapter 14 \u003c\/b\u003e\u003cb\u003eReporting Performance Measures 185\u003c\/b\u003e\u003c\/p\u003e \u003cp\u003eThe Work of Stephen Few in Data Visualization 185\u003c\/p\u003e \u003cp\u003eReporting the KPIs to Management and Staff 186\u003c\/p\u003e \u003cp\u003eReporting Performance Measures to Management 191\u003c\/p\u003e \u003cp\u003eReporting Performance Measures to Staff 195\u003c\/p\u003e \u003cp\u003eReporting Performance Measures to the Board 195\u003c\/p\u003e \u003cp\u003eReporting Team Performance Measures 201\u003c\/p\u003e \u003cp\u003eHow the Reporting of Performance Measures Fits Together 204\u003c\/p\u003e \u003cp\u003eNotes 204\u003c\/p\u003e \u003cp\u003eEpilogue: Resources 205\u003c\/p\u003e \u003cp\u003eAppendix A: Foundation Stones of Performance-Related Pay Schemes 211\u003c\/p\u003e \u003cp\u003eAppendix B: Effective Recruiting—Getting the Right People on the Bus 223\u003c\/p\u003e \u003cp\u003eAppendix C: The Public Sector Can Abandon the Flawed Budget Process 229\u003c\/p\u003e \u003cp\u003eAppendix D: Jack Welch’s Strategy Slides 241\u003c\/p\u003e \u003cp\u003eAppendix E: Suggested Success Factors for Government and Non Profit Agencies 243\u003c\/p\u003e \u003cp\u003eAppendix F: List of Performance Measures Suitable for Government and Non Profit Agencies 273\u003c\/p\u003e \u003cp\u003eAppendix G: Presenting the Critical Success Factors to the Board\/Government Official 293\u003c\/p\u003e \u003cp\u003eAppendix H: Main Differences between the Balanced-Scorecard and Winning-KPIs Methodologies 301\u003c\/p\u003e \u003cp\u003eIndex 305\u003c\/p\u003e\n\u003c\/li\u003e\n\u003c\/ul\u003e","brand":"John Wiley \u0026 Sons Inc","offers":[{"title":"Default Title","offer_id":49402463093079,"sku":"9780470944547","price":30.39,"currency_code":"GBP","in_stock":true}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/0817\/1739\/5799\/files\/9780470944547.jpg?v=1730480483","url":"https:\/\/bookcurl.com\/products\/key-performance-indicators-for-government-and-non-profit-agencies-9780470944547","provider":"Book Curl","version":"1.0","type":"link"}