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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 | |