This article discusses the "high-performance organization" (HPO) concept as applied to local governments, given that a recent poll determined only 26% of employees have stated they are "actively engaged" in their work. The HPO model is a framework that assists organizations, including governments, in improving performance via the establishment of change levers and parallel organizations. Change levers include a redefinition of the concept of leadership and the establishment of a value system and vision. Parallel organizations allow employees to interact with each other without having to depend on management for all decisions. The article also includes two case studies of local governments that have used the HPO model