Improving how our government works is urgent business for America. In this book experts from the RAND corporation provide practical ways for government to reorganize and restructure, enhance leadership, and create flexible, performance-driven agencies.

A new approach to understanding and improving performance and public value This book presents the Public Service Value Model-an innovative, rigorous approach to defining public outcomes and quantifying results-to help readers understand and improve public service delivery. Filled with in-depth insight and expert advice, this guide will arm public service managers-whether in government, nonprofit, or even for-profit organizations-with a practical framework that can be used to define outcomes and manage trade-offs in public service delivery. Martin Cole (Hartford, CT) is Group Chief Executive of Accenture's Government Operating Group. Greg Parston (London, UK) is Executive Director of the Accenture Institute for Public Service Value.

Don’t permit your organization to be lulled into complacency after recovering from a tough recession. Explore what’s necessary to improve the performance of your organization, including the development of leaders at all levels who will use their full capabilities to boost collective results. The High-Performance Organization Model identifies the steps needed to diagnose what will be required to achieve the strategic outcomes you define as success. It shows which levers will move the organization in the direction you decide is critical. This book contains more than just theory; here you’ll find case studies of local governments—demonstrating how Commonwealth Centers for High-Performance Organizations’ (CCHPO) model has been applied in the past to improve performance. You will learn how employees emerged as leaders to identify and tackle problems, developed the tools needed, and organized their thoughts to work through solutions which could be applied effectively without the traditional bureaucratic hassle. These examples show how a supportive, values-based work culture can be cultivated to expand thinking power by increasing discretionary effort from all levels of the organization. Engaged employees can be leaders who refocus your services, improve your processes, save money, and solve problems. Your organization can benefit from the full range of talents, skills, and abilities that often lie untapped, but become accessible through the principles of the High-Performance Organization model. This model will be an indispensable tool for any person looking to make significant improvements throughout their organization. The detailed case studies and easy-to-follow model created by the Commonwealth Center for High-Performance Organizations make for a pleasantly informative guide that will give a special advantage to readers who implement their standards.

How to stay on course and achieve extraordinary performance in a sea of change In today's change-or-die business environment, companies that achieve the highest levels of performance are "robust organizations"--those that adapt quickly and without losing their strategic direction. Distilling decades of research conducted by Rand, one of the nation's most respected business think tanks, The Four Pillars of High Performance explores the strategies to truly manage change. Using examples, author Paul C. Light extracts powerful lessons for managers and executives, and he provides readers with: Never-before-published research by Rand on the shared traits of the highest-performing companies Cutting-edge techniques for improving performance across an organization Valuable insights into the five major attributes of agility, alignment, metrics, incentives, and impact Case studies and vignettes drawn from the experiences of industry leaders in every sector

The design, construction, operation, and retrofit of buildings is evolving in response to ever-increasing knowledge about the impact of indoor environments on people and the impact of buildings on the environment. Research has shown that the quality of indoor environments can affect the health, safety, and productivity of the people who occupy them. Buildings are also resource intensive, accounting for 40 percent of primary energy use in the United States, 12 percent of water consumption, and 60 percent of all non-industrial waste. The processes for producing electricity at power plants and delivering it for use in buildings account for 40 percent of U.S. greenhouse gas emissions. The U.S. federal government manages approximately 429,000 buildings of many types with a total square footage of 3.34 billion worldwide, of which about 80 percent is owned space. More than 30 individual departments and agencies are responsible for managing these buildings. The characteristics of each agency's portfolio of facilities are determined by its mission and its programs. In 2010, GSA's Office of Federal High-Performance Green Buildings asked the National Academies to appoint an ad hoc committee of experts to conduct a public workshop and prepare a report that identified strategies and approaches for achieving a range of objectives associated with high-performance green federal buildings. Achieving High-Performance Federal Facilities identifies examples of important initiatives taking place and available resources. The report explores how these examples could be used to help make sustainability the preferred choice at all levels of decision making. Achieving High-Performance Federal Facilities can serve as a valuable guide federal agencies with differing missions, types of facilities, and operating procedures.

This report looks at the capacity and capabilities of civil servants of OECD countries and suggests approaches for addressing skills gaps through recruitment, development and workforce management

At their best park, recreation, and tourism organisations can change the world for the better. They can be powerful forces for community revitalisation, environmental and historical education, fitness, connectedness with nature, and much more. But this great potential can only be realised by strong, effective organisations. High Performance Agencies is about the skills and approaches that can lead these organisations to reach their full potential, grow, thrive, and in the process make their communities better places. Because of the technological, demographical, economical, and political changes in society, the old ways of organisational management need to be retooled for the more dynamic environment. This book is written to be used as both a university text for management and administration of park, recreation, and tourism organisations, as well as a guide for practitioners in the field.

Leadership teams taking the reins of government in 2017 will have to overcome the demoralizing effects of years of budget deficits, a heavy loss of talent, frequent criticism, and mounting pressure to ‘do more with less,’ all of which have contributed to declining interest in public sector careers and deteriorating performance. Over the past twenty years there has been a widening gulf between the “people management” practices in the private and public sectors. Change is badly needed but it does not have to start by canceling existing civil service rules. This book argues for rethinking the way public employees are managed. The changes will contribute to a healthier, more productive work environment that once again enables public agencies to attract and motivate a highly qualified workforce. Written by leading experts with decades of experience as managers and consultants, It's Time for High Performance Government provides executives, managers, and elected officials at all levels practical advice to improve government performance.

How can today's managers concentrate on what really matters to improve the performance of their organization, to reach outstanding goals? The answer is in What Makes an HPO. The five critical factors of the HPO Framework - Management Quality, Openness & Action-Orientation, Long-Term Orientation, Continuous Improvement & Renewal and Employee Quality - will help you turn your organization into an HPO. This book shows you what to concentrate on, how others have done it, and how to achieve it yourself. The HPO Framework is the result of a global five-year research project into the genuine success factors of High Performance Organizations (HPOs). The HPO Center, led by Dr de Waal, discovered what really works on the ground in every type of organization rather than what managers think should, or might have, worked. In his book André de Waal gives many real-life examples from a variety of sectors including Finance, Retail, Industry, ICT, High Education and Government, all illustrating the successful workings of the HPO Framework in organizations worldwide. Also included are many interviews with HPO leaders at Microsoft, SABMiller, Svenska Handelsbanken, HP, Tata Steel, Umpqua Bank, Unilever and KLM Royal Dutch Airlines.

This timely Handbook examines performance management research specific to the public sector and its contexts, and provides suggestions for future developments in the field. It demonstrates the need for performance management to be reconceptualized as a core component of business both within and across organizations, and how it must be embedded in both strategic decision-making and as a day-to-day leadership and management practice in order to be effective.