Details

<p>Preface ix</p> <p>Acknowledgments xv</p> <p>Chapter 1 Introduction to the Balanced Scorecard 1</p> <p>Chapter 2 Adapting the Balanced Scorecard to Fit the Public and Nonprofit Sectors 25</p> <p>Chapter 3 Before You Begin 46</p> <p>Chapter 4 Training and Communication Planning for Balanced Scorecard Success 82</p> <p>Chapter 5 Mission, Values, and Vision 105</p> <p>Chapter 6 Strategy: The Core of Every Balanced Scorecard 130</p> <p>Chapter 7 Strategy Maps 150</p> <p>Chapter 8 Performance Measures, Targets, and Initiatives 209</p> <p>Chapter 9 Creating Alignment by Cascading the Balanced Scorecard 256</p> <p>Chapter 10 Linking Resource Allocation to the Balanced Scorecard 276</p> <p>Chapter 11 Reporting Results 286</p> <p>Chapter 12 The City of Charlotte: A Balanced Scorecard Success Story 312</p> <p>Chapter 13 Sustaining Balanced Scorecard Success 330</p> <p>Appendix The Importance of Terminology and a Balanced Scorecard Glossary 343</p> <p>Index 353</p>

<p><b>PAUL R. NIVEN</b> is a management consultant and noted speaker on the subjects of performance management and the Balanced Scorecard. As both a practitioner and consultant, he has developed successful Performance Management systems for organizations large and small around the globe. His clients include Fortune 500 companies, public-sector agencies from all levels, and nonprofit organizations. He may be reached through his Web site at www.senalosa.com.

<p>“The Balanced Scorecard has risen to the performance measurement challenge of the private sector and is equally well-equipped to facilitate a rapid and dramatic transition of twenty-first-century nonprofit and public organizations.” <p>—from Chapter Two <p>The emphasis today on demonstrated organizational performance is not limited to private-sector corporations. Public and nonprofit agencies are also finding that, as financial resources decrease and demand for results increases, they too must institute performance goals along with programs and processes that consistently progress toward those goals. <i>Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies, Second Edition</i> empowers your organization to turn strategy into performance at every organizational level and translate your intangible resources such as innovation, customer relationships, and intellectual capital into real value. <p>Significantly updated and enhanced to reflect the latest theory and practice of performance management for the nonprofit and public sectors, this results-focused and practical book: <ul><li>Provides a “get-started” questionnaire for readers to assess their agency’s readiness and get them started on implementation</li> <li>Includes all-new cases based on the author’s experience implementing the Balanced Scorecard in the public and nonprofit sectors</li> <li>Offers completely revamped coverage of Strategy Maps with new sections on how to facilitate a Strategy Map session</li> <li>Introduces the Office of Strategy Management (OSM), a new and vitally important function that seamlessly integrates the worlds of strategy formation and execution</li> <li>Spans the entire spectrum of a Balanced Scorecard implementation</li> <li>Explains how to alter the “geography” of the Balanced Scorecard to fit public and nonprofit agencies</li></ul> <p>Public and nonprofit organizations are not immune to the tempest of change swirling about our modern world. <i>Balanced Scorecard Step-by-Step for Government and Nonprofit Agencies, Second Edition</i> outlines the very real benefits of the field-proven Balanced Scorecard approach, and details how it can be tailored to the unique requirements and realities of nonprofit and public-sector organizations. Let it show you how to use the Balanced Scorecard to help your organization dramatically improve strategic and fiscal effectiveness—and better meet the needs of your stakeholders and board members.

US