Cover -- Title Page -- Copyright -- Dedication -- Preface -- Companion to the KPI Book -- Embarking on a KPI/Balanced-Scorecard Project -- Letter to the Chief Executive Officer -- Who Should Read What -- What about Us (The Private Sector)? -- Electronic Media Available -- Acknowledgments -- Part I: Setting the Scene -- Chapter 1: Background -- Are Agencies Really Non Profit Agencies? -- Measurement in Government and Non Profit Agencies -- Unintended Behavior: The Dark Side of Measures -- Balanced Scorecards within Government and Non Profit Agencies -- Checklist: Where Are You in Your Journey with Performance Measures? -- Major Benefits of Performance Measures -- Chapter 2: Myths of Performance Measurement -- Myth 1: Measuring Performance Is Relatively Simple and the Appropriate Measures Are Very Obvious -- Myth 2: You Can Delegate a Performance Management Project to a Consulting Firm -- Myth 3: Your In-House Project Team Can Achieve Success while Continuing with Their Other Duties -- Myth 4: By Tying KPIs to Pay You Will Increase Performance -- Myth 5: Most Measures Lead to Better Performance -- Myth 6: Performance Measures Are Mainly Used to Help Manage Implementation of Strategic Initiatives -- Myth 7: The Balanced Scorecard Was First Off the Blocks -- Myth 8: Measures Fit Neatly into One Balanced-Scorecard Perspective -- Myth 9: The Balanced Scorecard Can Report Progress to Both Management and the Board -- Myth 10: There Are Only Four Balanced-Scorecard Perspectives -- Myth 11: Strategy Mapping Is a Vital Requirement -- Myth 12: All Performance Measures Are KPIs -- Myth 13: Monitoring Monthly Performance Measures Will Improve Performance -- Myth 14: KPIs Are Financial and Nonfinancial Indicators -- Myth 15: The More Measures the Better -- Myth 16: Indicators Are Either Lead (Performance Driver) or Lag (Outcome) Indicators.

Myth 17: We Know What Good Performance Will Look Like Before the Year Starts and, thus, Can Set Relevant Year-End Targets -- Chapter 3: Revitalizing Performance Management -- Foundation Stone 1: Understanding Human Behavior -- Foundation Stone 2: Knowledge of the Paradigm Shifters (Drucker, Collins, Welch, Hamel, Peters, Waterman, and Others) -- Foundation Stone 3: Using an Appropriate Strategy -- Foundation Stone 4: Critical Success Factors Known by All Staff -- Foundation Stone 5: Abandon Processes That Do Not Work -- Rejuvenating Human Resources -- Performance-Related Pay: Correcting the Errors -- Reviewing an Individual's Performance -- Getting the Right People on the Bus -- Jack Welch's 20/70/10 Differentiation Rule -- Secrets from High-Performing Teams -- Toyota's 14 Principles -- Role of Performance Measures: Implementing Winning KPIs -- Quarterly Rolling Planning: The Setting of Targets -- Reporting Performance -- Outside-In View -- Adopting Kaizen -- Working Smarter Not Harder -- Getting Technology to Deliver -- Moving from Management to Leadership -- Chapter 4: Measurement Leadership Has to Come from the Chief Executive Officer -- Barriers to Measurement Leadership -- The Way Forward for the Chief Executive Officer -- Appoint a Chief Measurement Officer -- Chapter 5: Strategy and Its Relevance to Performance Measures -- Define Your Organization's Mission, Vision, Values -- Create a Strategy That Is Understood by Staff -- Ensure That Your Strategy Is Balanced -- Monitor Implementation of Your Strategy -- Creating the Future -- Replace the Annual Planning Process with Rolling Planning -- Part II: Winning KPIs Methodology -- Chapter 6: The Great KPI Misunderstanding -- Key Result Indicators -- Performance and Result Indicators -- Key Performance Indicators -- Seven Characteristics of KPIs -- Difference between Key Results Indicators and KPIs.

Lead and Lag Confusion -- 10/80/10 Rule -- Importance of Timely Measurement -- Chapter 7: Finding Your Organization's Critical Success Factors -- The Missing Link -- Importance of Knowing Your Organization's Critical Success Factors -- Four Tasks For Identifying Organization-Wide Critical Success Factors -- Strategy Mapping -- Chapter 8: Foundation Stones for Implementing Key Performance Indicators -- "Partnership with the Staff, Unions, and Third Parties" Foundation Stone -- "Transfer of Power to the Front Line" Foundation Stone -- "Measure and Report Only What Matters" Foundation Stone -- "Source KPIs from the Critical Success Factors" Foundation Stone -- "Abandon Processes That Do Not Deliver" Foundation Stone -- "Understand Human Behavior" Foundation Stone -- "Organization-Wide Understanding of Winning KPIs Definition" Foundation Stone -- Chapter 9: Implementing the 12-Step Process -- How the 12-Step Model and the Seven Foundation Stones Fit Together -- Step One: Senior Management Team Commitment -- Step Two: Establish a Winning KPI Team Working Full Time on the Project -- Step Three: Establish a Just-Do-It Culture and Process -- Step Four: Set Up a Holistic KPI Development Strategy -- Step Five: Market the KPI System to All Employees -- Step Six: Identify Organization-Wide Critical Success Factors -- Step Seven: Record Performance Measures in a Database -- Step Eight: Select Team-Level Performance Measures -- Step Nine: Select Organizational Winning KPIs -- Step Ten: Develop the Reporting Framework at All Levels -- Step Eleven: Facilitate the Use of Winning KPIs -- Step Twelve: Refine KPIs to Maintain Their Relevance -- Chapter 10: Determining the Measures -- How to Derive Measures -- Brainstorming Measures -- Stacey Barr's PuMP -- Checking KPIs for Behavioral Alignment -- Chapter 11: Case Studies.

Golf Club (Non Profit Membership Organization) -- Surf Life Saving (Non Profit Membership Organization) -- Government Department -- Professional Accounting Body -- Chapter 12: Selling Change -- Selling by Emotional Drivers -- Selling the Move to Winning KPIs -- Chapter 13: Common Critical Success Factors and Their Likely Measures for Government and Non Profit Agencies -- Chapter 14: Reporting Performance Measures -- The Work of Stephen Few in Data Visualization -- Reporting the KPIs to Management and Staff -- Reporting Performance Measures to Management -- Reporting Performance Measures to Staff -- Reporting Performance Measures to the Board -- Reporting Team Performance Measures -- How the Reporting of Performance Measures Fits Together -- Epilogue: Resources -- Key Reference Books -- Key Reference Web Sites -- Appendix A: Foundation Stones of Performance-Related Pay Schemes -- Base the Performance-Related Pay Schemes on a Relative Measure -- At-Risk Portion of Salary Separate From the Scheme -- Linked to a Balanced Performance -- Test to Minimize Risk of Being a Gaming Risk -- Schemes Should Not Be Linked to KPIs -- Schemes Need to Be Communicated -- Schemes Should Be Tested on Past Results -- Additional Foundation Stones for Schemes in the Private Sector -- Appendix B: Effective Recruiting-Getting the Right People on the Bus -- Understand That Time Spent Recruiting Is the Most Valuable Time -- Look for Values and Fit Before Focusing on Expertise -- Cathay Pacific Recruitment -- Peter Drucker's Five-Step Process -- 14 Great Questions to Help Get Select "A" Players -- Use Simulation Exercises and Psychometric Testing -- Involve Your Team in the Final Selection Process -- Ask Your Top Employees for Referrals -- Reference Checks: The Do's and Don'ts -- Appendix C: The Public Sector Can Abandon the Flawed Budget Process -- The Flawed Budgeting Process.

Quarterly Rolling Forecasting and Planning -- Quarterly Rolling Funding in Government and Non Profit Agencies -- Forecasting the Truth -- More Meaningful Monthly Reporting -- Throw Out the Excel Forecasting Model -- Benchmarking Is Now Reborn -- Why Removing the Word Budget Is Important -- The First Steps to Take -- Appendix D: Jack Welch's Strategy Slides -- Appendix E: Suggested Success Factors for Government and Non Profit Agencies -- Appendix F: List of Performance Measures Suitable for Government and Non Profit Agencies -- Appendix G: Presenting the Critical Success Factors to the Board/Government Official -- Appendix H: Main Differences between the Balanced-Scorecard and Winning-KPIs Methodologies -- Main Differences in the Two Methodologies -- Index.