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Contents

Author Profile

Acknowledgements

Business Intelligence

Public Futures

Overview: The New Public Sector Performance Agenda

Raising performance to a new level
A seven-step process for redesigning your performance management programme
Step one: Take a stakeholder view of performance
Step two: Define your strategic performance goals
Step three: Select a best-fit performance measurement framework
Step four: Select the most effective performance measures
Step five: Assign responsibility and accountability
Step six: Build a high-performance culture
Step seven: Use reviews to improve performance continuously
A concise roadmap for management performance improvement
Original, in-depth case studies
Key research findings
A roadmap to plan your performance management programme
Expert advisors
Achieving performance excellence – the critical success factors

Step 1: Take a Stakeholder View of Performance

Executive Summary
Introduction: new thinking that is shaping the performance agenda
Benchmarks: how the public sector responds to the pressure to measure
Stakeholders and the drivers of the new performance management agenda
More demanding citizens
How governments are remodelling performance management
UK initiatives
US initiatives
Singapore initiative
City of St Charles Case Report
Centrelink, Australia Case Report
Expert Analysis and Advice: How to Come to Terms with Competing Stakeholder Demands
First, know your stakeholders
The pain that engenders fear
The need to prioritize stakeholders
Who are the priority stakeholders?
The need to prioritize stakeholders’ needs
Step One Audit Questions and Outcomes
Audit questions
Outcomes

Step 2: Define Your Strategic Performance Goals

Executive Summary
Introduction: Strategic Prioritization
Defining Strategy
Definitions used in the report
Australian Federal Police Case Report
Office of Government-Wide Policy, General Services, Case Report
London Borough of Barking and Dagenham Case Report
The Role of the CEO and the Senior Management Team
Strategic competencies
Role Model Example: Guiliano Zaccardelli, Royal Canadian Mounted Police
Role model Example: Andrew Geddes OBE Inland Revenue Accounts Office,
Cumbernauld, Scotland
Role Model Examples: Richard Magnus, Chief Judge, Singapore’s Subordinate Courts
Key roles of the CEO
Strategy Formulation
The pressure of short-termism
The way forward
A Strategic Vision
Vision and mission statements
City of Brisbane Case Report
London Borough of Barking and Dagenham Case Report
North Hertfordshire District Council Case Report
Singapore Prison Service Case Report
The importance of partnerships
Structuring Stakeholder Dialogues
City of St Charles Case Report
Developing the dialogue process
Dialogue challenges
Camden and Islington Mental Health and Social Care Trust Case Report
An honest dialogue
Soliciting Internal Views
Step Two Audit Questions and Outcomes
Audit questions
Outcomes

Step 3: Choosing a Strategic Measurement Framework

Executive Summary
Introduction: Widespread Framework Adoption
Framework usage: survey findings
How frameworks are used by case study organizations
The Reasons for Framework Popularity
Demonstrable successes
The Balanced Scorecard
City of Brisbane Case Report
Demoting the financial perspective
Scorecard variations
Camden & Islington Mental Health and Social Care Trust Case Report
Department of Revenue, State of Washington Case Report
The Malcolm Baldrige National Quality Award
The Malcolm Baldrige National Quality Award
The EFQM Business Excellence Model
Aarhus Region Customs and Tax Case Report
Inland Revenue Accounts Office, Cumbernauld, Scotland, Case Report
Comprehensive Performance Assessment Framework
Performance Prism
London Youth Case Report
Frameworks: Strengths and Weaknesses
Using frameworks together
Step Three Audit Questions and Outcomes
Audit questions
Outcomes

Step 4: Selecting the Most Effective Performance Measures

Executive Summary
Introduction: Defining Measures
Key performance indicators
The Difficulty Posed by Conflicting Measurement Agendas
Measures of little value
The Benefits of Measurement
Selecting Strategic Measure
Measurement competence
City of Brisbane Case Report
Texas Education Agency Case Report
Cause and Effect Relationships
City of St Charles Case Report
Stretch Targets
The Camden and Islington Mental Health and Social Care Trust Case Report
Getting the ‘right Measures’
Benchmarking
Summary
Step Four Audit Questions and Outcomes
Audit questions
Outcomes
Step 5: Assign Responsibility and Accountability
Executive Summary
Introduction: Cascading Strategic Objectives Throughout the Organization
Performance Improvement and Stretch Goals
Business Intelligence survey findings
Cascade Linkages
Devolved responsibility
Liverpool City Council, Portfolio of Housing, Supported Living and Community Safety
Case Report
City of St Charles Case Report
London Borough of Barking and Dagenham Case Report
City of Brisbane Case Report
Assigning Ownership and Accountability
Dangers of ‘single’ ownership
Ownership at the local level
Building an In-house Performance Management and Measurement Capability
Camden and Islington Mental Health and Social Care Trust Case Report
Self-assessment capabilities
A core organizational capability
Aarhus Region Customs and Tax Case Report
North Hertfordshire District Council Case Report
Scottish Enterprise Case Report
Royal Canadian Mounted Police Case Report
Summary
Step Five Audit Questions and Outcomes
Audit questions
Outcomes

Step 6: Build a High-performance Culture

Executive Summary
Introduction: Performance Culture and Service Delivery
Shaping a Performance Culture
Key features of a performance culture
The Role of Leadership
Inland Revenue Accounts Office, Cumbernauld, Scotland, Case Report
Value Statements
Office of Government-wide Policy, General Services Administration Case Report
Employee Involvement in Culture Change
Employee satisfaction surveys
Aarhus Region Customs and Tax Case Report
Resistance to Performance Management
Aligning Individual Performance with Strategic Goals
Singapore Civil Service Case Report
Appraisal Systems
Survey findings: senior management appraisals
Department of Revenue, State of Washington, Case Report
Keeping executive contracts aligned
Survey findings: staff appraisals
Case Report: Aarhus Customs and Tax Office
The Role of Human Resources
Incentive Compensation
Incentives: the survey findings
Incentivised senior managers deliver more benefits
Summary
Step Six Audit Questions and Outcomes
Audit questions
Outcomes

Step 7: Provide Feedback for Continuous Performance Improvement

Executive Summary
Introduction: Driving Performance Improvement Through Reviews and Feedback
Defining the Value of Performance Reviews
Survey findings
Aarhus Region Customs and Tax Office Case Report
The roles played by reviews in high-performing organizations
The Balanced Scorecard and Strategic Performance Reviews
Office of Government-wide Policy Case Report
London Borough of Barking and Dagenham Case Report
Performance Reviews at Operational Level
Streamlining Performance Management with Information Systems
Ministry of Defence Case Report
Texas Education Agency Case Report
Summary
Step Six Audit Questions and Outcomes
Audit questions
Outcomes

8: A Roadmap for Effective Performance Management

Step One: Take a Stakeholder View of Performance
Step Two: Define Your Strategic Performance Goals
Step Three: Choosing a Strategic Performance Measurement Framework
Step Four: Select the Right Measures
Step Five: Assign Responsibility and Accountability
Step Six: Build a Performance Culture
Step Seven: Use Reviews for Continuous Performance Improvement

9: Case Studies

Australian Federal Police
Cardiac Care Network of Ontario
Army of the Canadian Forces, Department of National Defence
Aarhus Region Customs and Tax
Liverpool City Council Directorate of Housing, Supported Living and Community Safety
North Hertfordshire District Council
Office of Government-wide Policy, General Services Administration

Appendix 1: The New Public Service Performance Agenda: Key Research Findings

Appendix 2: Software Vendor Listing