Preface
Acknowledgments
Part I Setting the Scene
Chapter 1 Background
Are Agencies Really “Nonprofit” Agencies
Measurement in Government and Non Profit Agencies
Unintended Behavior: The Dark Side of Measures
Balance Scorecards within Government and Non Profit Agencies
Checklist: Where Are You in Your Journey with Performance Measures?
Major Benefits of Performance Measures
Notes
Chapter 2 Myths of Performance Measurement
Myth 1: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Very Obvious
Myth 2: You Can Delegate a Performance Management Project to a Consulting Firm
Myth 3: Your In-House Project Team Can Achieve Success while Continuing on with Their Other Duties
Myth 4: By Tying KPIs to Pay You Will Increase Performance
Myth 5: Most Measures Lead to Better Performance
Myth 6: Performance Measures Are Mainly Used to Help Manage Implementation of Strategic Initiatives
Myth 7: The Balanced Scorecard Was First Off the Blocks
Myth 8: Measures Fit Neatly into One Balance Scorecard Perspective
Myth 9: Balance Scorecard Can Report Progress to Both Management and the Board
Myth 10: There Are Only Four Balanced Scorecard Perspectives
Myth 11: Strategy Mapping Is a Vital Requirement
Myth 12: All Performance Measures Are KPIs
Myth 13: Monitoring Monthly Performance Measures Will Improve Performance
Myth 14: KPIs Are Financial and Nonfinancial Indicators
Myth 15: The More Measures the Better
Myth 16: Indicators Are Either Lead (Performance Driver) or Lag (Outcome) Indicators
Myth 17: We Know What Good Performance Will Look Like Before the Year Starts and thus Can Set Relevant Year-End Targets
Notes
Chapter 3 Revitalizing Performance Management
Foundation Stone 1: Understanding of Human Behavior
Foundation Stone 2: Knowledge of the Paradigm Shifters (Drucker, Collins, Welch, Hamel, Peters and Waterman, and Others)
Foundation Stone 3: Using an Appropriate Strategy
Foundation Stone 4: Critical Success Factors Known by All
Foundation Stone 5: Abandonment of Processes That Do Not Work
Rejuvenating Human Resources
Performance Related Pay: Correcting the Errors
Reviewing an Individual’s Performance
Getting the Right People on the Bus
Jack Welch's 20/70/10 Differentiation Rule
Secrets from High Performing Teams
Toyotas 14 Principles
Role of Performance Measures: Implementing Winning KPIs
Quarterly Rolling Planning: The Setting of Targets
Reporting Performance
Outside-in View
Adopting Kaizen
Working Smarter Not Harder
Getting Technology to Deliver
Moving from Management to Leadership
Notes
Chapter 4 Measurement Leadership has to Come from the Chief Executive Officer
Barriers to Measurement Leadership
The Way Forward for the Chief Executive Officer
Appoint a Chief Measurement Officer
Notes
Chapter 5 Strategy and Its Relevance to Performance Measures
Define Your Organization's Mission, Vision, Values
Create a Strategy that Is Understood by Staff
Ensure that Your Strategy Is Balanced
Monitor Implementation of Your Strategy
Creating the Future
Replace the Annual Planning Process with Rolling Planning
Notes
Part II Winning KPIs Methodology
Chapter 6 The Great KPI Misunderstanding
Key Result Indicators
Performance and Result Indicators
Key Performance Indicators
Seven Characteristics of KPIs
Difference between Key Results Indicators and KPIs
Lead and Lag Confusion
10/80/10 Rule
Importance of Timely Measurement
Note
Chapter 7 Finding Your Organization's Critical Success Factors
The Missing Link
Importance of Knowing Your Organization's Critical Success Factors
Task 1: Documenting the Already Identified Success Factors
Task 2: Determining the Critical Success Factors in a Workshop
Task 3: Presenting the Critical Success Factors to the Senior Management Team
Task 4: Explaining the Critical Success Factors to Employees
Notes
Chapter 8 Foundation Stones for Implementing Key Performance Indicators
“Partnership with the Staff, Unions, Key Suppliers, and Key Customers” Foundation Stone
“Transfer of Power to the Front Line” Foundation Stone
“Measuring and Reporting Only What Matters” Foundation Stone
“KPIs Are Sourced from the Critical Success Factors” Foundation Stone
“Abandonment of Processes That Do Not Deliver” Foundation Stone
“Understanding of Human Behavior” Foundation Stone
“Organizational Wide Understanding of Winning KPIs Definition” Foundation Stone
Note
Chapter 9 Implementing the 12-Step Process
How the 12-Step Model and the Six Foundation Stones Fit Together
Notes
Chapter 10 Determining the Measures
How to Derive Measures: Using the Winning KPI Methodology
Brainstorming Measures
Stacey Barr's PuMP
Checking KPIs for Behavioral Alignment
Chapter 11 Case Studies
Golf Club (Non Profit Membership Organization)
Surf Life Saving (Non Profit Membership Organization)
Government Department
Professional Accounting Body
Chapter 12 Selling Change
Selling by Emotional Drivers
Selling a Car
Selling the Move to Winning KPIs
Chapter 13 Common Success Factors and Their Likely Measures for Government and Non Profit Agencies
Chapter 14 Reporting Performance Measures
The Work of Stephen Few in Data Visualization
Reporting the KPIs to Management and Staff
Reporting Performance Measures to Management
Reporting Performance Measures to Staff
Reporting Performance Measures to the Board
Reporting Team Performance Measures
How the Reporting of Performance Measures Fits Together
Notes
Epilogue: Resources
Appendix A Foundation Stones of Performance Related Pay Schemes
Appendix B Getting the Right People on the Bus
Appendix C The Public Sector Can Abandon the Flawed Budget Process
Appendix D Jack Welch's Strategy Slides
Appendix E Suggested Critical Success Factors for Government and Non Profit Agencies
Appendix F List of Performance Measures
Appendix G Presenting the Critical Success Factors to the Board
Appendix H Main Differences between the Balanced Scorecard and Winning KPIs Methodologies
About the Author
Index
