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, <EM>Strategic Performance Management</EM>, the author focuses on the unique challenges public sector organizations face when tackling the issues of strategic performance management. <BR id="CRLF"><BR id="CRLF">Drawing on his extensive experience of working with numerous government, public sector, and not-for-profit organizations over the author covers:<BR id="CRLF"><BR id="CRLF">* The context of decision making in the public sector<BR id="CRLF"><BR id="CRLF">* The significance of the use of budgeting for performance management, and the impact of performance measurements on budgets<BR id="CRLF"><BR id="CRLF">* 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 id="CRLF"><BR id="CRLF">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.