Performance management is at the top of agendas in most government and public organizations, as well as many not-for-profit organizations. In this follow up to his successful book, <i>Strategic Performance Management</i>, the author focuses on the unique challenges public sector organizations face when tackling the issues of strategic performance management. <br><br>Drawing on his extensive experience of working with numerous government, public sector, and not-for-profit organizations over the author covers:<br><br>* The context of decision making in the public sector<br><br>* The significance of the use of budgeting for performance management, and the impact of performance measurements on budgets<br><br>* A huge range of underpinning cases and examples from the public sector, including cases on the Home Office and the NHS in the UK, and the US Air Force<br><br>For senior executives in the public sector and government, and for faculty and students in the field this is the authoritative strategic level treatment of this fast-growing area. <br><br><br>* Based on the author's groundbreaking and already successful Strategic Performance Management title (BH, 2006)- Marr is now one of the leading thinkers in this field internationally<br><br>* The first rigorous focused analysis for senior public sector management of how to succeed in measurement and management strategies in the light of government scrutiny<br><br>* Demonstrates public sector 'best practice' and is packed with relevant public sector examples and cases from the UK, Europe, Asia and the US<br><br>* Demonstrates the clear and growing trend for increasing public sector performace management not just in the UK but in countries such as Canada, Germany, Netherlands, etc.<br>