{"product_id":"key-performance-indicators-for-government-and-non-profit-agencies-isbn-9780470944547","title":"Key Performance Indicators for Government and Non Profit Agencies","description":"\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, Implementing, and Using Winning KPIs, Second Edition\u003c\/i\u003e\n\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eFilled with numerous case studies and checklists to help readers develop their KPIs, this book shows government agencies and nonprofits how to select and implement winning key performance indicators to ensure that their performance management initiatives are successful.\u003c\/p\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 \t \u003cp\u003e\u003cb\u003eDAVID PARMENTER\u003c\/b\u003e is an international presenter who is known for his entertaining and thought-provoking sessions, which have led to substantial change in many organizations. He is a leading expert in the development of winning KPIs, replacing the annual planning process with quarterly rolling planning and management practices that will get you to the top. David has delivered workshops to thousands of attendees in many cities around the world, including Sydney, Melbourne, Hong Kong, Kuala Lumpur, Singapore, Tehran, Jeddah, Muscat, Johannesburg, Prague, Rome, Dublin, London, Manchester, Edinburgh, and Toronto. He has worked for Ernst \u0026amp; Young, BP Oil Ltd, and Arthur Andersen, and is a Fellow of the Institute of Chartered Accountants in England and Wales. David is a regular writer for professional and business journals. He is also the author of \u003ci\u003eWinning CFOs: Implementing and Applying Better Practices\u003c\/i\u003e and \u003ci\u003eThe Leading-Edge Manager's Guide to Success\u003c\/i\u003e (both from Wiley). David can be contacted via parmenter@waymark.co.nz or +64 4 499 0007. His website, davidparmenter.com, contains many white papers, articles, and freeware that will be useful to readers.   \u003c\/p\u003e\u003cp\u003eKey Performance Indicators for Government and Non Profit Agencies Implementing Winning KPIs\u003c\/p\u003e \u003cp\u003ePerformance measurement is failing organizations worldwide, whether they are multinationals, government departments, or non profit agencies. The KPIs that have been adopted were dreamed up one day without any linkage to the critical success factors of the organizations. The lack of understanding of performance measures has led most monitoring and reporting of measures to fail, including balanced scorecard initiatives.\u003c\/p\u003e \u003cp\u003eA companion to Parmenter's earlier book, KeyPerformance Indicators: Developing, Implementing, and Using Winning KPIs, Second Edition, this book represents a significant shift in the way KPIs are developed and used. It is designed to help managers who are about to embark on a KPI project, with features to assist you with implementation, including:\u003c\/p\u003e \u003cul\u003e \u003cli\u003e \u003cp\u003eDiscussion of the myths of performance measurement\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eUnderstanding the dark side of measures\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eRevitalizing performance management, including reference to the work of the paradigm shifters (Drucker, Collins, Welch, Hamel, Peters \u0026amp; Waterman)\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eA 12-step \"winning KPI\" methodology\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eA kit to help you find your organization's critical success factors\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eGovernment and non profit agency examples and case studies\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eSuggestions on how to help sell the process\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eTemplates for reporting performance measures\u003c\/p\u003e \u003c\/li\u003e \u003cli\u003e \u003cp\u003eA companion website with free and for fee electronic media to save you time\u003c\/p\u003e \u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eWritten by KPI expert David Parmenter, this book dispels the myths about measuring performance and addresses common mistakes with advice, for example, \"KPIs should not be financial.\" His winning KPIs methodology is breathtaking in its simplicity and yet profound in its impact. Directors, CEOs, managers, human resources and finance teams, and consultants who are interested in monitoring and reporting performance should read this book. You will never think about KPIs the same way again!\u003c\/p\u003e  \u003cp\u003ePerformance measurement is failing organizations worldwide, whether they are multinationals, government departments, or non profit agencies. The KPIs that have been adopted were dreamed up one day without any linkage to the critical success factors of the organizations. The lack of understanding of performance measures has led most monitoring and reporting of measures to fail, including balanced scorecard initiatives. \u003c\/p\u003e\u003cp\u003eA companion to Parmenter's earlier book, \u003ci\u003eKey\u003c\/i\u003e \u003ci\u003ePerformance Indicators: Developing, Implementing, and Using Winning KPIs, Second Edition\u003c\/i\u003e, this book represents a significant shift in the way KPIs are developed and used. It is designed to help managers who are about to embark on a KPI project, with features to assist you with implementation, including: \u003c\/p\u003e\u003cul\u003e \u003cli\u003eDiscussion of the myths of performance measurement\u003c\/li\u003e \u003cli\u003eUnderstanding the dark side of measures\u003c\/li\u003e \u003cli\u003eRevitalizing performance management, including reference to the work of the paradigm shifters (Drucker, Collins, Welch, Hamel, Peters \u0026amp; Waterman)\u003c\/li\u003e \u003cli\u003eA 12-step \"winning KPI\" methodology\u003c\/li\u003e \u003cli\u003eA kit to help you find your organization's critical success factors\u003c\/li\u003e \u003cli\u003eGovernment and non profit agency examples and case studies\u003c\/li\u003e \u003cli\u003eSuggestions on how to help sell the process\u003c\/li\u003e \u003cli\u003eTemplates for reporting performance measures\u003c\/li\u003e \u003cli\u003eA companion website with free and for fee electronic media to save you time\u003c\/li\u003e \u003c\/ul\u003e \u003cp\u003eWritten by KPI expert David Parmenter, this book dispels the myths about measuring performance and addresses common mistakes with advice, for example, \"KPIs should not be financial.\" His winning KPIs methodology is breathtaking in its simplicity and yet profound in its impact. Directors, CEOs, managers, human resources and finance teams, and consultants who are interested in monitoring and reporting performance should read this book. You will never think about KPIs the same way again!\u003c\/p\u003e","brand":"Wiley","offers":[{"title":"Default Title","offer_id":47989497463013,"sku":"NP9780470944547","price":49.95,"currency_code":"USD","in_stock":false}],"thumbnail_url":"\/\/cdn.shopify.com\/s\/files\/1\/1842\/7735\/files\/9780470944547.jpg?v=1761784344","url":"https:\/\/k12savings.com\/es\/products\/key-performance-indicators-for-government-and-non-profit-agencies-isbn-9780470944547","provider":"K12savings","version":"1.0","type":"link"}