Benchmarking in the Public and Nonprofit Sectors: Best Practices for Achieving Performance Breakthroughs

Benchmarking in the Public and Nonprofit Sectors
The first edition of Benchmarking in the Public and Nonprofit Sectors offered public officials and administrators at all levels of government a unique and practical guide to identifying best practices and implementing them in their organizations. Based on the most current research, this new edition of the best–selling guide provides an updated, solution–driven methodology for benchmarking in both the public and nonprofit sectors. Unique in its focus solely on benchmarking, the authors take a step–by–step approach to two benchmarking techniques, differentiating between the two and then providing a new approach to solution–driven benchmarking that requires less time and fewer resources.
Benchmarking in the Public and Nonprofit Sectors provides new tools, many updated case studies, and additional examples not only from government and nonprofit agencies, but also from the international community. This important resource will help practitioners implement a quick, proven method as they search for solutions to their most pressing problems.
Praise for Benchmarking in the Public and Nonprofit Sectors
"This is an important management tool for government and nonprofit managers to make their agencies more effective, efficient, and responsive to their constituencies."
—W. David Patton, director, Center for Public Policy and Administration, University of Utah

Spis treści:
Figures, Tables, Exhibits, and Worksheets.
Acknowledgments.
The Authors.
Introduction.
PART ONE: WELCOME TO BENCHMARKING.
1. The Foundations of Benchmarking.
Historical Context.
Benchmarking in the Twenty–First Century.
Summary.
2. Benchmarking and Performance Measures.
Purpose of Performance Measures.
IPOLO Model of Performance Measures.
Performance Measures and Government.
Performance Measures and Management.
Importance of Measures, Comparisons, and Benchmarking.
Selecting Measures for Benchmarking.
Measurement Challenges in the Public and Nonprofit Sectors.
Summary.
PART TWO: BENCHMARKING METHODS.
3. Preparing for Benchmarking.
Determine Readiness for Benchmarking.
Select a Benchmarking Method.
Major Benchmarking Pitfalls.
Summary.
4. The Traditional Benchmarking Method.
Other Views of the Benchmarking Methods.
Eleven–Step Traditional Benchmarking Method.
Examples of Traditional Benchmarking.
Warnings About Traditional Benchmarking.
Summary.
5. The Solution–Driven Benchmarking Method.
Snapshot of the Solution–Driven Method.
Steps in the Solution–Driven Method.
Examples of Solution–Driven Benchmarking.
Common Sense or Methodology?.
Warnings About the Solution–Driven Method.
Summary.
PART THREE: BENCHMARKING IN SECTORS.
6. Benchmarking in State and Local Government.
Historical Overview.
Benchmarking and State Governments.
Why State and Local Governments Pursue Benchmarking.
Who Should Participate in a Benchmarking Project?
Is the Public Sector Better off Due to Benchmarking?
Criminal Intake in Salt Lake County, Utah: A Solution–Driven Approach in the Public Sector.
Summary.
7. Benchmarking in Nonprofits.
What Is a Nonprofit?
Pressure to Benchmark.
Nonprofit Leadership and Solution–Driven Benchmarking.
Examples of Solution–Driven Benchmarking in Nonprofits.
eNonprofit Benchmarks Study.
Selecting Potential Benchmarking Partners.
Thinking Ahead.
Summary.
8. Benchmarking in the International Community.
General Characteristics of International Benchmarking.
Examples of International Benchmarking.
Lessons Learned.
Summary.
PART FOUR: BENCHMARKING AND ACCOUNTABILITY.
9. Benchmarking for Improving Accountability.
What Is Accountability?
Increased Attention to Accountability.
How B enchmarking Contributes to Accountability.
Summary.
10. Benchmarking and Performing an Audit.
Why Use Benchmarking in Audits?
Basic Benchmarking Skills for Auditors.
Using Traditional Benchmarking in Audits.
Using Solution–Driven Benchmarking in Audits.
An Example from the DOI.
Warnings About the Solution–Driven Method.
Solution–Driven Benchmarking and the Audit Plan.
Summary.
11. Conclusion.
Sustaining the Momentum for Benchmarking: Creating a Learning Organization.
Conducting Needed Research.
Next Steps.
Resources.
Glossary.
References.
Index.

Nota biograficzna:

Patricia Keehley has more than 30 years of public and private sector management experience, including numerous benchmarking projects. She is the founder and president of the iKon Group, inc., a consulting firm specializing in providing performance improvement services to the public and nonprofit sectors. Formerly, she was assistant professor in the department of political science and criminal justice at Southern Utah University.
Neil N. Abercrombie is a policy analyst for the Utah League of Cities and Towns. His research focuses on municipal finance, local government management, and municipal government and nonprofit sector collaboration.

Okładka tylna:

Benchmarking in the Public and Nonprofit Sectors
The first edition of Benchmarking in the Public and Nonprofit Sectors offered public officials and administrators at all levels of government a unique and practical guide to identifying best practices and implementing them in their organizations. Based on the most current research, this new edition of the best–selling guide provides an updated, solution–driven methodology for benchmarking in both the public and nonprofit sectors. Unique in its focus solely on benchmarking, the authors take a step–by–step approach to two benchmarking techniques, differentiating between the two and then providing a new approach to solution–driven benchmarking that requires less time and fewer resources.
Benchmarking in the Public and Nonprofit Sectors provides new tools, many updated case studies, and additional examples not only from government and nonprofit agencies, but also from the international community. This important resource will help practitioners implement a quick, proven method as they search for solutions to their most pressing problems.
Praise for Benchmarking in the Public and Nonprofit Sectors
"This is an important management tool for government and nonprofit managers to make their agencies more effective, efficient, and responsive to their constituencies."
—W. David Patton, director, Center for Public Policy and Administration, University of Utah