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.

Bernard Marr

Introduction; Part 1 Identifying and Agreeing What Matters; Chapter 1 Clarifying Purpose, Goals and Values; Chapter 2 Understanding Your Outcomes, Outputs and Value Proposition; Chapter 3 Understanding Inputs, Competencies and Resources; Chapter 4 Mapping and Defining your Strategy; Chapter 5 Aligning Your Organization with Your Strategy; Part 2 Collecting the Right Management Information; Chapter 6 Measuring Performance; Chapter 7 Creating Key Performance Questions; Chapter 8 Designing Performance Indicators; Part 3 Learning and Improving Performance; Chapter 9 Fostering a Performance-Driven Culture; Chapter 10 Leveraging Performance Management Software Applications; Chapter 11 Learning from Current Performance Management Practices;