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| Prologue | |
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| Foreword | |
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| Acknowledgments | |
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| About the Author | |
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| Organizational Assessment and the Public Sector | |
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| The Demand for Effectiveness and Efficiency | |
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| Organizational Assessment | |
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| What Is Organizational Assessment? | |
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| Assessment and Organizational Development | |
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| How Does Assessment Work? | |
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| Understanding the Current State of the Organization | |
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| Information Collection and Exchange | |
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| Visioning and Gap Analysis | |
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| Improvement Planning and Prioritization | |
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| Outcomes and Feedback | |
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| Challenges in Public Sector Assessment and Improvement | |
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| Dealing with Public Perceptions of Bureaucracy | |
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| Understanding the Complex Nature of Government Service | |
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| Lack of Control over the Inputs | |
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| Balancing Competing Perspectives | |
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| Consequences for Poor Performance | |
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| A Culture of Risk Aversion | |
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| The Public Nature of Work, Successes, and Failures | |
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| Reconciling the Priorities of Elected Officials and Career Staff | |
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| Opportunities in Public Sector Assessment | |
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| Focusing Attention on the Organization, Not the Discipline | |
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| Creating a Basis for Improvement | |
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| Providing Ways to Measure Success: Defining Success Factors and Measuring Results | |
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| Creating Awareness about Effective Practices in Other Sectors | |
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| The Role of Constituents and Beneficiaries in the Assessment Process | |
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| Summary | |
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| Notes | |
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| Assessment as a Communication Process | |
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| Communication Processes in Self-Assessment | |
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| Creation of a Common Language | |
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| Providing a Common Language to Talk about the Organization | |
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| The Vocabulary of Assessment and Continuous Improvement | |
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| Information Collection and Exchange | |
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| The Importance of People in the Information Collection Process | |
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| Negotiation and Consensus-Building | |
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| Communicating Assessment Outcomes | |
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| Communication as a Subject of Assessment | |
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| Summary | |
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| Notes | |
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| Applying Assessment Practices in the Public Sector | |
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| Current State of Assessment in Government and How It Has Developed over Time | |
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| Internal and External Audit Functions | |
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| Performance Measurement | |
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| The Government Performance and Results Act | |
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| Performance Assessment Rating Tool | |
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| Balanced Scorecard | |
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| Structured Self-Assessment Models | |
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| Baldrige National Quality Award and Criteria for Performance Excellence | |
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| Adapting the Baldrige Award Program | |
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| Baldrige-Based State Award Programs | |
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| Baldrige-Based Federal Award Programs | |
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| The President's Quality Award | |
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| Adapting Existing Assessment Processes for the Public Sector Assessment | |
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| Customers and Constituents: A Lesson in Semantics | |
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| Examining Results and Outcomes | |
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| State Quality Awards | |
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| Summary | |
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| Notes | |
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| The Public Sector Assessment and Improvement Model | |
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| Structure | |
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| Organizational Profile | |
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| Organizational Purpose | |
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| Structure | |
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| Demographics | |
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| The Human Factor Group: Interpersonal and Communication Competence | |
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| Leadership | |
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| Leadership Elements | |
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| Leadership Structure and Practices | |
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| Ethical Leadership | |
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| Constituents | |
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| Constituent Elements | |
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| Identifying Constituents | |
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| Assessing Constituent Needs, Expectations, and Satisfaction | |
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| Building Constituent Relationships | |
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| Workforce | |
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| Workforce Focus Elements | |
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| Workforce Planning | |
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| Performance Assessment and Recognition | |
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| Learning and Professional Development | |
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| Workplace Climate | |
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| The Operational Factors: Enabling the Work of the Organization | |
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| Strategic Planning | |
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| Strategic Planning Elements | |
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| Strategic Plan Development | |
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| Implementing the Strategic Plan | |
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| Measurement and Analysis | |
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| Dashboards | |
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| Measurement and Analysis Elements | |
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| Information | |
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| Performance Measurement | |
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| Benchmarking | |
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| Programs and Processes | |
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| Programs and Processes | |
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| Core Programs, Services, and Processes | |
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| Administrative Support Processes | |
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| Results | |
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| Results | |
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| Performance Measures and Results | |
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| Assessment: Applying the Information Learned | |
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| Stage 1 | |
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| Stage 2 | |
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| Stage 3 | |
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| Stage 4 | |
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| Notes | |
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| Implementing a Self-Assessment Program | |
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| Step 1: Preparing for an Assessment | |
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| Determining Readiness for Assessment | |
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| Leadership Support | |
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| Workforce Climate | |
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| Timing and Agency Priorities | |
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| Planning the Implementation | |
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| Identify the Scope of the Assessment | |
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| Select a Model | |
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| Choosing an Implementation Method | |
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| Balancing the Available Time Frame with the Available Resources | |
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| Comparison of Methods | |
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| Decide Whether and How to Use Facilitators | |
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| Identify and Train the Participants | |
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| Communicate the Plans for the Assessment | |
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| Keys to Success | |
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| Get People to Believe in the Concept and Process, Not the Label or Name | |
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| Create Realistic Expectations | |
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| Find a Champion | |
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| Pay Attention to Participant Demographics | |
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| Use This as an Opportunity for Political and Career Staff to Learn from Each Other | |
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| Conducting the Assessment Process | |
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| Compiling an Organizational Profile | |
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| Structure | |
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| Staffing | |
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| Select Appropriate Benchmarking Partners | |
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| Communicate Progress | |
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| Keys to Success | |
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| Capture Organizational Stories | |
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| Create an Environment Where There Is a Willingness to Challenge Information | |
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| Do Not Lose Sight of the Positive | |
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| Use Participants as Ambassadors for What You Are Doing | |
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| Following Through on Outcomes | |
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| Identify Steps for Further Action | |
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| Follow-Up Interviews | |
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| Plan to Repeat the Process | |
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| Keys to Success | |
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| Make Use of Process Experts | |
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| Share and Educate | |
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| Summary | |
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| Notes | |
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| Assessment, Improvement, and the Process of Organizational Change | |
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| Change Efforts in the Public Sector | |
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| Identifying Barriers to Change | |
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| Individual Resistance to Change | |
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| Seeing Agencies as Systems | |
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| External Drivers of Change in Government | |
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| Change in Administration | |
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| New Mandates | |
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| External or Constituent Advocacy | |
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| Crises and Emergencies | |
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| The Process of Organizational Change | |
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| Understanding the Scope of Change | |
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| Organizational Learning and Personal Learning: Creating an Internal Case for Change | |
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| The Role of Organizational and Personal Learning in Communicating the Need for Change | |
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| Creating an External Case for Change: Constituent Involvement | |
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| Using Assessment Outcomes to Implement Improvement | |
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| Summary | |
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| Notes | |
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| Case Studies and Best Practices in Assessing Public Sector Organizations | |
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| Case Studies | |
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| Federal Government: U.S. Army Armament Research, Development and Engineering Center | |
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| State Government: The New Jersey Department of Environmental Protection | |
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| Challenges Faced | |
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| Lessons Learned | |
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| Local Government: Coral Springs, Florida 2007 Baldrige National Quality Award (nonprofit category) | |
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| Challenges | |
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| Lessons Learned | |
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| Summary | |
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| Notes | |
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| The Future of Assessment | |
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| The Need to Identify and Disseminate Best Practices in Government Assessment | |
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| The Need for Continued Adaptation of Assessment Models | |
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| Identifying Tools That Facilitate Assessment Processes | |
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| Finding New Ways to Encourage Governments to Participate and to Engage Their Staff | |
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| Increased Recognition of the Role of Constituents in Assessment | |
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| Linking Assessment Processes to Strategic Planning and Budgeting | |
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| Finding Ways to Sustain a Culture of Assessment That Do Not Rely on a Single Champion | |
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| Conclusion | |
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| The Public Sector Assessment and Improvement Model | |
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| Organizational Profile | |
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| Organizational Purpose | |
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| Structure | |
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| Demographics | |
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| Human Factors | |
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| Leadership | |
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| Leadership Structure and Practices | |
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| Ethical Leadership | |
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| Constituents | |
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| Identifying Constituents | |
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| Assessing Constituent Needs, Expectations, and Satisfaction | |
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| Building Constituent Relationships | |
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| Workforce Focus | |
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| Workforce Planning | |
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| Performance Assessment and Recognition | |
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| Learning and Professional Development | |
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| Workplace Climate | |
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| Operational Factors | |
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| Strategic Planning | |
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| Strategic Plan Development | |
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| Implementing the Strategic Plan | |
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| Measurement and Analysis | |
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| Information | |
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| Performance Measurement | |
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| Benchmarking | |
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| Programs and Processes | |
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| Core Programs, Services, and Processes | |
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| Administrative Support Processes | |
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| Results | |
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| Performance Measures and Results | |
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| The Public Sector Assessment and Improvement Model-Short Form | |
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| Human Factors | |
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| Leadership | |
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| Constituents | |
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| Workforce | |
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| Strategic Planning | |
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| Measurement and Analysis | |
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| Programs and Processes | |
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| Outcomes | |
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| Exercises | |
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| Organizational Assessment and the Public Sector | |
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| Assessment as a Communication Process | |
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| Applying Assessment Practices in the Public Sector | |
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| The Public Sector Assessment and Improvement Model | |
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| Implementing a Self-Assessment Program | |
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| Assessment, Improvement, and the Process of Organizational Change | |
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| Case Studies and Best Practices | |
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| Tools for Organizational Change Efforts | |
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| Assessing Organizational Identity | |
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| Glossary | |
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| Assessment Resources: Websites | |
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| Bibliography | |
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| Interviews | |
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| Email Correspondence | |
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| Webcasr | |
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| Index | |