New edition of a classic guide to ensuring effective organizational performance Thoroughly revised and updated, the second edition of Managing and Measuring Performance in Public and Nonprofit Organizations is a comprehensive resource for designing and implementing effective performance management and measurement systems in public and nonprofit organizations. The ideas, tools, and processes in this vital resource are designed to help organizations develop measurement systems to support such effective management approaches as strategic management, results-based budgeting, performance management, process improvement, performance contracting, and much more. The book will help readers identify outcomes and other performance criteria to be measured, tie measures to goals and objectives, define and evaluate the worth of desired performance measures, and analyze, process, report, and utilize data effectively. Includes significant updates that offer a more integrated approach to performance management and measurement Offers a detailed framework and instructions for developing and implementing performance management systems Shows how to apply the most effective performance management principles Reveals how to overcome the barriers to effective performance management Managing and Measuring Performance in Public and Nonprofit Organizations identifies common methodological and managerial problems that often confront managers in developing performance measurement systems, and presents a number of targeted strategies for the successful implementation of such systems in public and nonprofit organizations. This must-have resource will help leaders reach their organizational goals and objectives.

The authors illustrate how the principles and techniques of strategic and operational planning can be applied to the supply reduction side of our national effort to curb the trafficking of illicit drugs. They provide a detailed overview of the drug problem and discuss key ingredients and how an effective strategy can be formulated, including better ways to synchronize and sustain cooperative multiagency assaults on drug trafficking networks. While recognizing that eliminating the demand for drugs is the best and perhaps only lasting solution to the larger problem, the authors acknowledge that such can never be achieved without complementary supply reduction actions that curtail the international drug producers, the traffickers and the local pusher from selling their wares.

Please note: This is a companion version & not the original book. Sample Book Insights: #1 The launch director of the shuttle Columbia was one of the people who would welcome her home when she landed at 9:16 AM. But instead of hearing the customary booms, he heard silence. Something was terribly wrong. #2 In the midst of a spaceflight contingency, the administrator of NASA made a difficult decision and declared a spaceflight emergency. #3 I was the eighth launch director of the Space Shuttle Program, and I was in charge of all shuttle launch operations. I led the final Go for launch. #4 The crew of the Space Shuttle Columbia was made up of some of the most experienced astronauts in history, with a combined total of over 4,800 hours of training before launch.