"The aim of the report is to: Provide a comparison with similar interventions across international jurisdictions; Provide an assessment of the value and impact derived from the PIF, and ; Provide recommendations for the future development and application of the PIF"--Page iii.

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.

A productive society is dependent upon high-performing government. This third edition of The Public Performance and Productivity Handbook includes chapters from leading scholars, consultants, and practitioners to explore all of the core elements of improvement. Completely revised and focused on best practice, the handbook comprehensively explores managing for high performance, measurement and analysis, costs and finances, human resources, and cutting-edge organizational tools. Its coverage of new and systematic management approaches and well-defined measurement systems provides guidance for organizations of all sizes to improve productivity and performance. The contributors discuss such topics as accountability, organizational effectiveness after budget cuts, the complementary roles of human capital and “big data,” and how to teach performance management in the classroom and in public organizations. The handbook is accompanied by an online companion volume providing examples of performance measurement and improvement manuals across a wide variety of public organizations. The Public Performance and Productivity Handbook, Third Edition, is required reading for all public administration practitioners, as well as for students and scholars interested in the state of the public performance and productivity field.

Managing for results is increasingly important for the success of public organizations. Performance and Innovation in the Public Sector is a comprehensive textbook that examines a broad range of performance strategies. Today’s public managers require a broad toolkit and a deep, current understanding of the following: performance management, digital government, collaboration, strategic planning, innovation, lean government, and managing people for performance. This book provides a thorough overview of broad paradigms and their emergence, practical strategies along with examples and up-to-date applications, and an appreciation for the diverse contexts of public organizations resulting in varied and tailored improvements. Each chapter assists students in applying each tool at work. Performance and Innovation in the Public Sector provides a balance of scholarship and practice, offers flexibility for instructors, and is written in an accessible style that students and professionals appreciate. This revised, much-anticipated third edition includes an increased emphasis on improving governance and innovation, as well as up-to-date examples that demonstrate best practices for performance in diverse public sector settings.

This review began on 1 October 2010 and the reviewer, Tom Winsor, was asked to ensure that police pay and conditions and the structures around them are the best they could be given the challenges currently facing the police service. Budget cuts will see forces being required to achieve more with less, but also need to be fair to officers and staff. The review is to report in two parts, covering short-term and long-term improvements. This is Part one and covers: the deployment of officers and staff (including shift allowances, overtime and assisting other police forces); post and performance related pay (including special priority payments, competence related threshold payments for constables and bonuses at all ranks) and how officers leave the police service. Mr Winsor says his recommendations will produce savings of £485m over three years. The recommendations if implemented will concentrate the highest pay on the front line and more demanding roles in the police service. He says police earn 10 to 15% more than other emergency workers and the armed forces and in some areas they are paid up to 60% more than average local earnings. It also recommends making savings of £60m a year in overtime and he also suggests suspending chief officer and superintendent bonuses. The independent review calls for an end to the £1,212 competence-related threshold payment, the Special Priority Payment of up to £5,000 and says no officers should move up the pay scale for two years. The government is planning to cut its funding for the police by 20% by 2014-15. The 43 forces in England and Wales currently employ about 244,000 people, comprising 143,000 police officers and 101,000 civilians.

Describes how private-sector management strategies can help governments obtain greater access to global resources, create more jobs, and provide better social services to their citizens.

This book offers a practical guide for policy advisors and their managers, grounded in the author’s extensive experience as a senior policy practitioner in New Zealand’s Westminster-style system of government. A key message is that effective policy advising is less about cycles, stages and steps, and more about relationships, integrity and communication. Policy making is incremental social problem solving. Policy advising is mostly learned on the job, like an apprenticeship. It starts with careful listening, knowing one’s place in the constitutional scheme of things, winning the confidence of decision makers, skillfully communicating what they need to hear and not only what they want to hear, and learning to lead from behind, scheme virtuously and play nicely with others. The author introduces a public value approach to policy advising that uses collective thinking to address complex policy problems, evidence-informed policy analysis that also factors in emotions and values, and the practice of “gifting and gaining” (rather than “trade-offs”) in the long-term public interest. Theory is illustrated by personal anecdote and each chapter offers practical processes, tools, techniques and questions for reflection, to help readers master the art and craft of policy advising. This second edition has been substantially revised and updated. It provides an expanded, step-by-step approach to stakeholder analysis and prioritisation in relation to an agency’s own strategic frame; it aligns and integrates theory about the public interest, public value and anticipatory governance; and it updates a “fair go” multi-criteria decision analysis matrix with the latest iteration of the N.Z. Treasury’s Living Standards Framework.