Managing and Delivering Performance

Performance management is at the top of agendas in most government and public organizations, as well as many not-for-profit organizations. In this follow up to his successful book, Strategic Performance Management, the author focuses on the unique challenges public sector organizations face when tackling the issues of strategic performance management.

Drawing on his extensive experience of working with numerous government, public sector, and not-for-profit organizations over the author covers:

* The context of decision making in the public sector

* The significance of the use of budgeting for performance management, and the impact of performance measurements on budgets

* A huge range of underpinning cases and examples from the public sector, including cases on the Home Office and the NHS in the UK, and the US Air Force

For senior executives in the public sector and government, and for faculty and students in the field this is the authoritative strategic level treatment of this fast-growing area.

The new book will be based closely on Strategic Perfomance Managemen (Marr, BH 2006)but all sections will be edited to give a complete public sector focus. All existing case studies will be replaced with public sector case studies drawn from the UK, EMEA and the US where appropriate), and various new sections will be included. The new sections reflect both an evolution of thinking since the last book as well as public sector specific requirements.

Part I Understanding and Mapping Strategies

Chapter 1: Introduction
Chapter 2: Clarifying and Mapping your strategy
Chapter 3: Mapping Strategies in Practice (Case studies from Central Government like the Ministry of Defence, the Home Office, Local Government like Belfast City Council, Agencies like the Scottish Executive, The Government Car and Dispatch Agency, Other pubic Sector bodies such as the Bank of England, the Royal Air Force, the National Lottery Commission, Charities such as the Motor Neurone Disease Association, among others

Part II Extracting Value from Performance Info/Delivering Performance

Chapter 4: The Power of Key Performance Questions (New section on the importance of identifying and asking the right questions before designing indicators.)
Chapter 5: Gathering Relevant Performance Information (Edited Chapter 5 of existing book)
Chapter 6: Creating an Enabled Learning Environment (Extended Chapter 6 of the existing book with a new emphasis on Strategic Performance Improvement meetings, organisational culture and an RAF case study.)

Part III Aligning the Organisation
Chapter 7: Cascading Strategies and Achieving Alignment (New section on organisational cascade with various case studies)
Chapter 8: Aligning Planning and Budgeting (New section on how to align business planning and budgeting with strategic performance management)

Part IV Automation

Chapter 9: Benefits of Automation (Extended Chapter 8 with new case examples)
Appendix: Selecting appropriate software (edited appendix)