248 pages | 59 B/W Illus.
Calls for performance measures and metrics sound good, but public sector organizations often lack the tools required to assess the organization as a whole and create true change.In order to implement an integrated cycle of assessment, planning, and improvement, government agencies at all levels need a usable framework for organizational assessment that speaks to their unique needs. Organizational Assessment and Improvement in the Public Sector provides that framework, an understanding of assessment itself, and a methodology for assessment focused on the public sector.
The book introduces the concept of organizational assessment, its importance, and its significance in public sector organizations. It addresses the organizational theory that underlies assessment, including change management, organizational and individual learning, and organizational development. Building on this, the author focuses on the processes and demonstrates how the communication that results from an assessment process can create a widely accepted case for change. She presents a model grounded in the Malcolm Baldrige National Quality Program criteria but adapted for the culture of government organizations. She also addresses the criteria that form the basis for assessment and implementation and provides examples and best practices.
Facing decreasing budgets and an increasing demand for services, government agencies must increase their capabilities, maximize their available fiscal and human resources, and increase their effectiveness and efficiency. They often operate in an atmosphere that prizes effectiveness but measures it in silos assigned to individual programs and a structure that encourages people to do more with less while systematically discouraging efficiency. Stressing the significant and important differences between a business and a government, this book supplies the knowledge and tools necessary to create a culture of assessment in government organizations at all levels.
Stressing the significant and important differences between business and government, this book supplies the needed knowledge and tools to create a culture of assessment in government organizations at all levels.
—Abstracts of Public Administration, Development, and Environment, September 2010
The author uses the Malcolm Baldrige National Quality Award framework as the underpinning for her public sector assessment and improvement (PSAI) model. The model is designed specifically to accommodate the culture, language and needs of government agencies. … This is a step-by-step manual for improving government agencies, and it provides a clear and practical approach to organizational assessment and improvement in government. Ifyou are serious about improving your organization, you should read this book.
—Jim Kotterman, Michigan Manufacturing Technology Center, in QP Reviews, October 2010
Organizational Assessment and the Public Sector
The Demand for Effectiveness and Efficiency
Assessment and Organizational Development
Challenges in Public Sector Assessment and Improvement
Opportunities in Public Sector Assessment
Assessment as a Communication Process
Communication Processes in Self-Assessment
Applying Assessment Practices in the Public Sector
Current State of Assessment in Government and How It Has Developed over Time Structured Self-Assessment Models
Adapting Existing Assessment Processes for the Public Sector Assessment
The Public Sector Assessment and Improvement Model
The Human Factor Group: Interpersonal and Communication Competence
The Operational Factors: Enabling the Work of the Organization
Assessment: Applying the Information Learned
Implementing a Self-Assessment Program
Step 1: Preparing for an Assessment
Step 2: Conducting the Assessment Process
Step 3: Following Through on Outcomes
Assessment, Improvement, and the Process of Organizational Change
Change Efforts in the Public Sector
Identifying Barriers to Change
The Process of Organizational Change
Understanding the Scope of Change
Organizational Learning and Personal Learning: Creating an Internal Case for Change
Creating an External Case for Change: Constituent Involvement
Case Studies and Best Practices in Assessing Public Sector Organizations
The Future of Assessment
The Need to Identify and Disseminate Best Practices in Government Assessment
The Need for Continued Adaptation of Assessment Models
Identifying Tools that Facilitate Assessment Processes
Finding New Ways to Encourage Governments to Participate and to Engage Their Staff
Increased Recognition of the Role of Constituents in Assessment
Linking Assessment Processes to Strategic Planning and Budgeting
Finding Ways to Sustain a Culture of Assessment that Do Not Rely on a Single Champion
Appendix A: The Public Sector Assessment and Improvement Model
Appendix B: The Public Sector Assessment and Improvement Model—Short Form
Appendix C: Exercises
Appendix D: Tools for Organizational Change Efforts