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Value-Based Management in Government

Value-Based Management in Government

Author: Douglas W. Webster; Gary Cokins
Publisher: John Wiley & Sons
ISBN: 9781119658672
Published In: January 2020
Format: Hardback , 288 pages
Jurisdiction: International ? Disclaimer:
Countri(es) stated herein are used as reference only

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Provides step-by-step guidance on implementing and using a value-based management system within the government

Countless books on proposed management practices have been written and published over the past century. Some of these have focused on specific management practices for government. In more recent decades, the topics of strategic planning, performance management, cost management and risk management have been extensively covered. However, little has been offered as an approach to integrate these and numerous other management methods and practices in a manner that maximizes the delivery of value to the organization’s key stakeholders. A general management framework is presented in this book in a manner particularly applicable to government organizations.

Value-Based Management in Government introduces a new, integrating framework for management practices that optimizes the balancing of results sought; resources supplied and allocated; and risks accepted. These considerations are all balanced for the purpose of delivering maximum stakeholder value. The book offers guidance on how strategic planning, performance management, cost/resource management, and risk management must all be integrated as part of a portfolio management framework across the organization. The book also discusses the role of information technology (IT) in providing data for insights and decision-making, and the importance of organizational change management to implement the needed organizational and behavioral changes.

Beginning by explaining the concept of Value-Based Management for the public sector and government, the text goes on to explore topics such as the evolutionary stages of maturity of management accounting, the benefit of attributes (e.g., value-add versus nonvalue-add) in cost data, predictive planning with expense projections, risk management, and various performance measurements (e.g., key performance indicators [KPIs] ). This authoritative book:

Discusses a framework for balancing and integrating cost, performance, and risk
Explains IT systems integration issues related to activity-based cost management (ABC/M)
Addresses why some ABC/M implementation projects fail to meet expectations
Describes how quality management efforts can be measured in financial terms
Explores the wider uses of predictive accounting (e.g., driver-based budgeting, what-if scenario analysis)
Provides organizational change management insights and recommendations needed to achieve the required changes in management decision-making.

Value-Based Management in Government is an important source of information for leaders, executives, managers, and employee teams working within or with government organizations.

About the Authors vii

Acknowledgments ix

Foreword xi

Preface xiii

Part One: Value-Based Management in Government Concepts and Components 1

Chapter 1 Challenges and Solutions to Address Dissatisfaction of Citizens and Taxpayers 3

Chapter 2 Generating Value in a World of Uncertainty 9

Part Two: Strategy Management and Governance 27

Chapter 3 Strategy Setting and Execution: Setting and Linking Goals and Capabilities 29

Chapter 4 The Strategy Map and Its Balanced Scorecard 39

Part Three: Enterprise Performance Management 59

Chapter 5 Exceptional EPM Systems are an Exception 61

Part Four: The Three Rs: Risk, Results, and Resources 71

Chapter 6 Risk Management 73

Chapter 7 Results Management 93

Chapter 8 Resource and Cost Management 101

Part Five: Management Accounting in Government 123

Chapter 9 Understanding ABC/M: A Few Basic Truths 125

Chapter 10 If ABC/M is the Answer, What is the Question? 137

Chapter 11 Fundamentals: What is ABC/M? 155

Chapter 12 Using ABC/M Attributes to Assess Quality and Value-Add 167

Chapter 13 Driver-Based Budgeting and Rolling Financial Forecasts 183

Chapter 14 Implementing ABC/M with Rapid Prototyping 213

Part Six: How Information Technology Impacts VBM 231

Chapter 15 Information Technology as an Enabler 233

Part Seven: Influencing Behavior for VBM 237

Chapter 16 Organizational Change Management 239

Part Eight: The Future 249

Chapter 17 The Future of Public Sector VBM 251

Index 257

DR. DOUGLAS W. WEBSTER is a past chief financial officer (CFO) of both the US Department of Education and US Department of Labor, overseeing financial management of budgets exceeding $60 billion. As a management consultant, he has led consulting engagements at over two dozen federal agencies in strategic planning, risk management, cost management, and organizational change management.

GARY COKINS is an internationally recognized expert on advanced cost management and performance improvement. His career was in consulting with Deloitte, KPMG, EDS, and SAS. He is the founder of Analytics-Based Performance Management, an advisory firm, and he has written numerous books on activity-based costing and management, including Performance Management and Predictive Business Analytics.