Key Performance Indicators for Government and Non Profit Agencies

Winning techniques and strategies for nonprofits and government
agencies in creating successful and critical key performance
indicators

By exploring measures that have transformed businesses, David
Parmenter has developed a methodology that is breathtaking in its
simplicity and yet profound in its impact. Key Performance
Indicators for Government and Nonprofit Agencies: Implementing
Winning KPIs 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.

• Implementation variations and short cuts for government and
  not-for-profit organizations

• How to brainstorm performance measures

• Templates for reporting performance measures

• A resource kit for a consultant who is acting as a coach /
  facilitator to the in-house project team

• Also by David Parmenter: Key Performance Indicators:
  Developing, Implementing, and Using Winning KPIs, Second
  Edition

Filled 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.

Autorentext

DAVID PARMENTER 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 & 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 Winning CFOs: Implementing and Applying Better Practices and The Leading-Edge Manager's Guide to Success (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.

Zusammenfassung
Winning techniques and strategies for nonprofits and government agencies in creating successful and critical key performance indicators By exploring measures that have transformed businesses, David Parmenter has developed a methodology that is breathtaking in its simplicity and yet profound in its impact. Key Performance Indicators for Government and Nonprofit Agencies: Implementing Winning KPIs 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.

• Implementation variations and short cuts for government and not-for-profit organizations
• How to brainstorm performance measures
• Templates for reporting performance measures
• A resource kit for a consultant who is acting as a coach / facilitator to the in-house project team
• Also by David Parmenter: Key Performance Indicators: Developing, Implementing, and Using Winning KPIs, Second Edition
  Filled 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.

Inhalt

Preface xiii

Acknowledgments xxi

Part I Setting The Scene

Chapter 1 Background 3

Are Agencies Really Non Profit Agencies? 3

Measurement in Government and Non Profit Agencies 3

Unintended Behavior: The Dark Side of Measures 4

Balanced Scorecards within Government and Non Profit Agencies 6

Checklist: Where Are You in Your Journey with Performance Measures? 6

Major Benefits of Performance Measures 8

Notes 10

Chapter 2 Myths of Performance Measurement 13

Myth 1: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Very Obvious 13

Myth 2: You Can Delegate a Performance Management Project to a Consulting Firm 14

Myth 3: Your In-House Project Team Can Achieve Success while Continuing with Their Other Duties 14

Myth 4: By Tying KPIs to Pay You Will Increase Performance 14

Myth 5: Most Measures Lead to Better Performance 15

Myth 6: Performance Measures Are Mainly Used to Help Manage Implementation of Strategic Initiatives 16

Myth 7: The Balanced Scorecard Was First Off the Blocks 17

Myth 8: Measures Fit Neatly into One Balanced-Scorecard Perspective 18

Myth 9: The Balanced Scorecard Can Report Progress to Both Management and the Board 18

Myth 10: There Are Only Four Balanced-Scorecard Perspectives 18

Myth 11: Strategy Mapping Is a Vital Requirement 20

Myth 12: All Performance Measures Are KPIs 22

Myth 13: Monitoring Monthly Performance Measures Will Improve Performance 23

Myth 14: KPIs Are Financial and Nonfinancial Indicators 23

Myth 15: The More Measures the Better 23

Myth 16: Indicators Are Either Lead (Performance Driver) or Lag (Outcome) Indicators 24

Myth 17: We Know What Good Performance Will Look Like Before the Year Starts and, thus, Can Set Relevant Year-End Targets 24

Notes 25

Chapter 3 Revitalizing Performance Management 27

Foundation Stone 1: Understanding Human Behavior 27

Foundation Stone 2: Knowledge of the Paradigm Shifters (Drucker, Collins, Welch, Hamel, Peters, Waterman, and Others) 29

Foundation Stone 3: Using an Appropriate Strategy 44

Foundation Stone 4: Critical Success Factors Known by All Staff 45

Foundation Stone 5: Abandon Processes That Do Not Work 45

Rejuvenating Human Resources 46

Performance-Related Pay: Correcting the Errors 47

Reviewing an Individual's Performance 48

Getting the Right People on the Bus 48

Jack Welch's 20/70/10 Differentiation Rule 49

Secrets from High-Performing Teams 49

Toyota's 14 Principles 50

Role of Performance Measures: Implementing Winning KPIs 51

Quarterly Rolling Planning: The Setting of Targets 51

Reporting Performance 52

Outside-In View 53

Adopting Kaizen 53

Working Smarter Not Harder 54

Getting Technology to Deliver 54

Moving from Management to Leadership 55

Notes 55

Chapter 4 Measurement Leadership Has to Come from the Chief Executive Officer 57

Barriers to Measurement Leadership 57

The Way Forward for the Chief Executive Officer 58

Appoint a Chief Measurement Officer 60

Notes 60

Chapter 5 Strategy and Its Relevance to Performance Measures 61

Define Your Organization's Mission, Vision, Values 61

Create a Strategy That Is Understood by Staff 63

Ensure That Your Strategy Is Balanced 64

Monitor Implementation of Your Strategy 66

Creating the Future 66

Replace the Annual Planning Process with Rolling Planning 67

Notes 67

Part II Winning KPIs Methodology

Chapter 6 The Great KPI Misunderstanding 71

Key Result Indicators 71 Performance and Re...