Measuring Performance in Public and Nonprofit OrganizationsIn recent years, a commitment to increased accountability and improved performance has become essential in both governmental agencies and nonprofit organizations. To help managers and executives in their ongoing quest for greater accountability and improved performance Theodore H. Poister, offers a comprehensive resource for designing and implementing effective performance measurement systems at the agency level. The ideas, tools, and processes in this vital resource will help organizations develop measurement systems to support such results-oriented management approaches as strategic management, results-based budgeting, performance management, process improvement, performance contracting, and employee incentive systems. Using this book as a guide, public and nonprofit organizations can accurately measure outputs, efficiency, productivity, effectiveness, service quality, and customer satisfaction, and use the resulting data to strengthen decision-making and improve agency and program performance. Read a Charity Channel review: http://charitychannel.com/publish/templates/?a=36&z=25 |
Contents
PART ONE THE MANAGEMENT FRAMEWORK FOR PERFORMANCE MEASUREMENT | 1 |
PART TWO METHODOLOGICAL ELEMENTS OF PERFORMANCE MEASUREMENT | 33 |
PART THREE STRATEGIC APPLICATIONS OF PERFORMANCE MEASUREMENT | 157 |
PART FOUR THE PROCESS SIDE OF PERFORMANCE MEASUREMENT | 253 |
| 275 | |
| 283 | |
Other editions - View all
Measuring Performance in Public and Nonprofit Organizations Theodore H. Poister Limited preview - 2003 |
Common terms and phrases
achieving activities actual agencies or programs agency’s air traffic control appropriate areas assess balanced scorecard basis benchmarking budget process clients cost cost-effectiveness crime customer satisfaction data collection data entry data management system database decision defined Department designing and implementing efficiency employees evaluation example external Fairfax County feedback focus formance measures Frances Hesselbein Georgia goals and objectives highway identify important individual initiatives ment mission nonprofit agencies nonprofit organizations operating organizational outputs overall particular passenger trips PennDOT percent percentage performance budgeting performance data management performance indicators performance management performance mea performance measurement systems performance monitoring systems performance-based budgeting problems productivity program logic model program performance public and nonprofit public transit rates reporting response ridership service delivery service quality spreadsheet stakeholders standards strategic management strategic planning surement systems surveys targets track transit system units vehicle-hour vehicle-miles Williamsport