Presenting more than 70 tools, The Reinventor's Fieldbook includes hundreds of practical "lessons learned," "do's and don'ts," "steps to take," and "pitfalls to avoid" in public management and governance. Based on dozens of case studies from five countries, it covers the waterfront of high--performance public organizations, including: customer choice and customer service standards, performance measurement, and performance budgeting; employee empowerment and labor--management partnerships; managed competition and asset privatization; partnerships with communities; culture change strategies; and administrative system reform.
"The Reinventor's Fieldbook brings Banishing Bureaucracy to life.
We have needed such a resource for decades. Bravo to Osborne and
Plastrik." (Robert C. Bobb, city manager, City of Oakland)
"Osborne and Plastrik provide a user-friAndly roadmap for
invigorating government with purpose and performance. This toolbox
is a real treat; it contains dozens of useful and practical ideas
that can be applied by politicians and managers alike." (Allen
Schick, professor of public policy, The University of Maryland;
author, Modern Budgeting and The Spirit of Reform)
"This Fieldbook provides critical insight and advice that will help
all those interested in civic reform." (Steve Goldsmith, mayor,
City of Indianapolis 1992-1999; chairman, Center on Civic
Innovation, Manhattan Institute)
"An extraordinary toolkit for anyone who is leading change in the
public sector. The Reinventor's Fieldbook will become an essential
reference guide for elected leaders and executives searching for
more effective organizations." (Robert O'Neil, former city manager
of Hampton, Virginia, and county executive of Fairfax County,
Virginia; now president, National Academy of Public
"This fieldbook is required reading for adventurous public
officials ready to embark on the path to efficient, relevant
government. The real-world examples of reinvention efforts around
the globe are true to life, and prepare readers for both the
challenges and rewards of government reform." (Beverly Stein, chair
of the board of commissioners, Multnomah County, Oregon)
THE CORE STRATEGY: CREATING CLARITY OF PURPOSE.
1. Improving Your Aim: Using Strategic Management to Create Clarity
of DirectionVisioning Outcome Goals Steering Organizations Strategy
Development Mission Statements Long-term Budget Forecasting
2. Clearing the Decks: Eliminating Functions That No Longer Serve
Core Purposes Program Reviews Periodic Options Reviews Sunset
Reviews Asset Sales Quasi Privatization Methods Devolution.
3. Uncoupling: Creating Clarity of Role by Separating Steering and
Rowing Flexible Performance Frameworks.
THE CONSEQUENCES STRATEGY: INTRODUCING CONSEQUENCES FOR
4. Enterprise Management: Using Markets to Create Consequences
Corporatization Enterprise Funds User Fees Internal Enterprise
5. Managed Competition: Using Competitive Contracts and Benchmarks
to Create Consequences Competitive Bidding Competitive
6. Performance Management: Using Rewards to Create Consequences
Performance Awards Psychic Pay Bonuses Gainsharing Shared Savings
Efficiency Dividends Performance Pay Performance Contracts and
Agreements Performance Budgets.
7. Performance Measurement: The Critical Competency.
THE CUSTOMER STRATEGY: PUTTING THE CUSTOMER IN THE DRIVER'S
8. Competitive Customer Choice: Making Customers Powerful Through
Choice and Competition Competitive Public Choice Systems Vouchers
Customer Information Systems Brokers.
9. Customer Quality Assurance: Making Organizations Accountable for
Service Quality Service Standards Quality Guarantees Redress
Complaint Systems Customer Councils and Boards Customer Service
Agreements Customer Voice: A Critical Competence.
THE CONTROL STRATEGY: SHIFTING CONTROL AWAY FROM THE TOP AND
10. Organizational Empowerment: Giving Managers the Power to Manage
Decentralizing Administrative Controls Site-Based Management Waiver
Policies Opting Out for Chartering Beta Sites Reinvention
Laboratories Intergovernmental Deregulation Mass Organizational
11. Employee Empowerment: Giving Frontline Employees the Power to
Improve Results Delayering Management Organizational
Decentralization Breaking Up Functional SilosLabor-Management
Partnership Work Teams Self-Directed Teams Employee Suggestion
12. Community Empowerment: Giving Communities the Power to Solve
Their Own Problems Empowerment Agreements Community Governance
Bodies Community Visioning and Goal Setting Collaborative Planning
Community-Based Funding Asset Transfers to Communities.
THE CULTURE STRATEGY: DEVELOPING AN ENTREPRENEURIAL CULTURE.
13. Changing Habits: Creating a New Culture by Introducing New
Experiences Meeting the Customers Walking in the Customer's Shoes
Job Rotation Internships & Externships Cross Walking &
Cross Talking Institutional Sponsors Contests Large-Scale,
Real-Time Strategic Planning WorkOuts Hands-On Organizational
Experiences Redesigning Work.
14. Touching Hearts: Developing a New Covenant Within Your
Organization Creating New Symbols Telling New Stories Celebrating
Success Honoring Failure New Rituals Investing in the Workplace
Redesigning the Workplace Investing in Employees Bonding Events
15. Winning Minds: Changing Employees' Mental Models Surfacing the
Givens Benchmarking Performance Site Visits Learning Groups
Creating a Sense of Mission Building a Shared Vision Articulating
Organizational Values, Beliefs, and Principles Using New Language
In-House Schoolhouses Orienting New Members.
Appendix: General Resources.