Prologue |
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xiii | |
Foreword |
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xvii | |
Acknowledgments |
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xxi | |
About the Author |
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xxiii | |
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Organizational Assessment and the Public Sector |
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1 | (26) |
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The Demand for Effectiveness and Efficiency |
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3 | (3) |
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Organizational Assessment |
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6 | (4) |
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What Is Organizational Assessment? |
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7 | (3) |
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Assessment and Organizational Development |
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10 | (6) |
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How Does Assessment Work? |
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11 | (2) |
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Understanding the Current State of the Organization |
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13 | (1) |
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Information Collection and Exchange |
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14 | (1) |
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Visioning and Gap Analysis |
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14 | (1) |
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Improvement Planning and Prioritization |
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14 | (1) |
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15 | (1) |
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Challenges in Public Sector Assessment and Improvement |
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16 | (5) |
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Dealing with Public Perceptions of Bureaucracy |
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16 | (1) |
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Understanding the Complex Nature of Government Service |
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16 | (1) |
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Lack of Control over the Inputs |
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17 | (1) |
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Balancing Competing Perspectives |
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18 | (1) |
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Consequences for Poor Performance |
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19 | (1) |
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A Culture of Risk Aversion |
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19 | (1) |
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The Public Nature of Work, Successes, and Failures |
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19 | (1) |
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Reconciling the Priorities of Elected Officials and Career Staff |
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19 | (2) |
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Opportunities in Public Sector Assessment |
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21 | (4) |
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Focusing Attention on the Organization, Not the Discipline |
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21 | (1) |
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Creating a Basis for Improvement |
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22 | (1) |
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Providing Ways to Measure Success: Defining Success Factors and Measuring Results |
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22 | (1) |
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Creating Awareness about Effective Practices in Other Sectors |
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23 | (1) |
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The Role of Constituents and Beneficiaries in the Assessment Process |
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23 | (2) |
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25 | (1) |
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25 | (2) |
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Assessment as a Communication Process |
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27 | (20) |
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Communication Processes in Self-Assessment |
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29 | (16) |
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Communication Process 1: Creation of a Common Language |
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29 | (2) |
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Providing a Common Language to Talk about the Organization |
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31 | (3) |
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The Vocabulary of Assessment and Continuous Improvement |
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34 | (1) |
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Communication Process 2: Information Collection and Exchange |
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35 | (1) |
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The Importance of People in the Information Collection Process |
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36 | (3) |
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Communication Process 3: Negotiation and Consensus-Building |
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39 | (2) |
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Communication Process 4: Communicating Assessment Outcomes |
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41 | (3) |
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Communication as a Subject of Assessment |
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44 | (1) |
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45 | (1) |
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45 | (2) |
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Applying Assessment Practices in the Public Sector |
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47 | (26) |
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Current State of Assessment in Government and How It Has Developed over Time |
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50 | (8) |
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Internal and External Audit Functions |
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52 | (1) |
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52 | (2) |
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The Government Performance and Results Act |
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54 | (1) |
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Performance Assessment Rating Tool |
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55 | (1) |
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56 | (2) |
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Structured Self-Assessment Models |
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58 | (8) |
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Baldrige National Quality Award and Criteria for Performance Excellence |
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58 | (4) |
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Adapting the Baldrige Award Program |
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62 | (1) |
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Baldrige-Based State Award Programs |
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63 | (1) |
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Baldrige-Based Federal Award Programs |
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64 | (1) |
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The President's Quality Award |
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65 | (1) |
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Adapting Existing Assessment Processes for the Public Sector Assessment |
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66 | (1) |
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Customers and Constituents: A Lesson in Semantics |
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67 | (2) |
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Examining Results and Outcomes |
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68 | (1) |
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69 | (2) |
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71 | (1) |
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71 | (2) |
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The Public Sector Assessment and Improvement Model |
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73 | (28) |
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74 | (3) |
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76 | (1) |
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76 | (1) |
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77 | (1) |
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77 | (1) |
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The Human Factor Group: Interpersonal and Communication Competence |
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77 | (10) |
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77 | (2) |
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79 | (1) |
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Leadership Structure and Practices |
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79 | (1) |
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80 | (1) |
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80 | (2) |
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82 | (1) |
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82 | (1) |
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Assessing Constituent Needs, Expectations, and Satisfaction |
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82 | (1) |
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Building Constituent Relationships |
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83 | (1) |
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84 | (1) |
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85 | (1) |
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85 | (1) |
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Performance Assessment and Recognition |
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86 | (1) |
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Learning and Professional Development |
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86 | (1) |
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87 | (1) |
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The Operational Factors: Enabling the Work of the Organization |
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87 | (4) |
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87 | (1) |
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Strategic Planning Elements |
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88 | (1) |
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Strategic Plan Development |
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88 | (1) |
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Implementing the Strategic Plan |
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89 | (1) |
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90 | (1) |
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91 | (7) |
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Measurement and Analysis Elements |
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92 | (1) |
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92 | (1) |
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93 | (1) |
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93 | (1) |
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93 | (2) |
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95 | (1) |
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Core Programs, Services, and Processes |
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95 | (1) |
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Administrative Support Processes |
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96 | (1) |
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96 | (1) |
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97 | (1) |
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Performance Measures and Results |
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97 | (1) |
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Assessment: Applying the Information Learned |
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98 | (2) |
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98 | (1) |
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98 | (2) |
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100 | (1) |
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100 | (1) |
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100 | (1) |
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Implementing a Self-Assessment Program |
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101 | (26) |
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Preparing for an Assessment |
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102 | (18) |
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Determining Readiness for Assessment |
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103 | (1) |
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103 | (1) |
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104 | (1) |
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Timing and Agency Priorities |
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105 | (1) |
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Planning the Implementation |
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106 | (2) |
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Identify the Scope of the Assessment |
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108 | (1) |
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109 | (1) |
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Choosing an Implementation Method |
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110 | (1) |
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Balancing the Available Time Frame with the Available Resources |
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110 | (2) |
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112 | (3) |
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Decide Whether and How to Use Facilitators |
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115 | (2) |
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Identify and Train the Participants |
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117 | (1) |
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Communicate the Plans for the Assessment |
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118 | (1) |
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118 | (1) |
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Get People to Believe in the Concept and Process, Not the Label or Name |
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118 | (1) |
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Create Realistic Expectations |
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119 | (1) |
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119 | (1) |
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Pay Attention to Participant Demographics |
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119 | (1) |
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Use This as an Opportunity for Political and Career Staff to Learn from Each Other |
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119 | (1) |
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Conducting the Assessment Process |
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120 | (1) |
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Compiling an Organizational Profile |
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120 | (1) |
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120 | (1) |
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120 | (1) |
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Select Appropriate Benchmarking Partners |
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121 | (1) |
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121 | (1) |
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121 | (1) |
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Capture Organizational Stories |
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121 | (1) |
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Create an Environment Where There Is a Willingness to Challenge Information |
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122 | (1) |
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Do Not Lose Sight of the Positive |
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122 | (1) |
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Use Participants as Ambassadors for What You Are Doing |
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122 | (1) |
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Following Through on Outcomes |
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122 | (1) |
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Identify Steps for Further Action |
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123 | (1) |
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123 | (1) |
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Plan to Repeat the Process |
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123 | (1) |
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123 | (1) |
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Make Use of Process Experts |
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123 | (1) |
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124 | (1) |
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124 | (1) |
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125 | (2) |
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Assessment, Improvement, and the Process of Organizational Change |
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127 | (22) |
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Change Efforts in the Public Sector |
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129 | (1) |
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Identifying Barriers to Change |
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130 | (3) |
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Individual Resistance to Change |
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130 | (1) |
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Seeing Agencies as Systems |
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130 | (1) |
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External Drivers of Change in Government |
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131 | (1) |
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131 | (1) |
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132 | (1) |
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External or Constituent Advocacy |
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132 | (1) |
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132 | (1) |
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The Process of Organizational Change |
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133 | (2) |
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Understanding the Scope of Change |
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135 | (4) |
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Organizational Learning and Personal Learning: Creating an Internal Case for Change |
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139 | (4) |
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The Role of Organizational and Personal Learning in Communicating the Need for Change |
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142 | (1) |
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Creating an External Case for Change: Constituent Involvement |
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143 | (3) |
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Using Assessment Outcomes to Implement Improvement |
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145 | (1) |
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146 | (1) |
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147 | (2) |
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Case Studies and Best Practices in Assessing Public Sector Organizations |
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149 | (24) |
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150 | (13) |
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Federal Government: U.S. Army Armament Research, Development and Engineering Center |
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150 | (6) |
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State Government: The New Jersey Department of Environmental Protection |
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156 | (4) |
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160 | (1) |
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161 | (2) |
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Local Government: Coral Springs, Florida 2007 Baldrige National Quality Award (nonprofit category) |
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163 | (7) |
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167 | (1) |
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168 | (2) |
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170 | (2) |
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172 | (1) |
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173 | (8) |
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The Need to Identify and Disseminate Best Practices in Government Assessment |
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174 | (2) |
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The Need for Continued Adaptation of Assessment Models |
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176 | (1) |
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Identifying Tools That Facilitate Assessment Processes |
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177 | (1) |
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Finding New Ways to Encourage Governments to Participate and to Engage Their Staff |
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177 | (1) |
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Increased Recognition of the Role of Constituents in Assessment |
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178 | (1) |
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Linking Assessment Processes to Strategic Planning and Budgeting |
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178 | (1) |
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Finding Ways to Sustain a Culture of Assessment That Do Not Rely on a Single Champion |
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179 | (1) |
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179 | (2) |
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Appendix A: The Public Sector Assessment and Improvement Model |
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181 | (10) |
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181 | (1) |
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181 | (1) |
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182 | (1) |
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182 | (1) |
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182 | (4) |
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182 | (1) |
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Leadership Structure and Practices |
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182 | (1) |
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183 | (1) |
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183 | (1) |
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183 | (1) |
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Assessing Constituent Needs, Expectations, and Satisfaction |
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183 | (1) |
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Building Constituent Relationships |
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184 | (1) |
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184 | (1) |
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184 | (1) |
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Performance Assessment and Recognition |
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185 | (1) |
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Learning and Professional Development |
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185 | (1) |
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185 | (1) |
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186 | (5) |
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186 | (1) |
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Strategic Plan Development |
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186 | (1) |
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Implementing the Strategic Plan |
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187 | (1) |
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187 | (1) |
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187 | (1) |
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187 | (1) |
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188 | (1) |
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188 | (1) |
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Core Programs, Services, and Processes |
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188 | (1) |
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Administrative Support Processes |
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188 | (1) |
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189 | (1) |
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Performance Measures and Results |
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189 | (2) |
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Appendix B: The Public Sector Assessment and Improvement Model---Short Form |
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191 | (6) |
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192 | (5) |
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192 | (1) |
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192 | (1) |
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193 | (1) |
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194 | (1) |
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194 | (1) |
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195 | (1) |
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196 | (1) |
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197 | (4) |
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Organizational Assessment and the Public Sector |
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197 | (1) |
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Assessment as a Communication Process |
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197 | (1) |
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Applying Assessment Practices in the Public Sector |
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198 | (1) |
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The Public Sector Assessment and Improvement Model |
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198 | (1) |
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Implementing a Self-Assessment Program |
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198 | (1) |
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Assessment, Improvement, and the Process of Organizational Change |
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198 | (1) |
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Case Studies and Best Practices |
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199 | (2) |
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Appendix D: Tools for Organizational Change Efforts |
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201 | (4) |
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Assessing Organizational Identity |
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201 | (4) |
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205 | (6) |
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Assessment Resources: Websites |
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208 | (3) |
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211 | |
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218 | (1) |
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219 | (1) |
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219 | |
Index |
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22 | |