| List of Tables and Figures | p. xi |
| Preface and Acknowledgements | p. xii |
| Notes on the Contributors | p. xv |
| Public Value in Complex and Changing Times | p. 1 |
| The core ideas associated with Moore's Creating Public Value | p. 3 |
| The neo-liberal context in which Creating Public Value was initially conceived | p. 7 |
| The increased relevance of public value for public managers facing an age of austerity and systemic change | p. 11 |
| The academic debates surrounding public value | p. 16 |
| How will this book move the public value debate forward? | p. 20 |
| From Private Choice to Public Value? | p. 31 |
| Introduction | p. 31 |
| From private choice to public value? | p. 32 |
| Networked community governance | p. 34 |
| Public goods, public choice and public value | p. 41 |
| Conclusion | p. 49 |
| Privates, Publics and Values | p. 52 |
| Linking private and public | p. 54 |
| Relationships among the realms: implications for the private/public distinction | p. 61 |
| Towards public value | p. 66 |
| Creating Public Value: The Theory of the Convention | p. 74 |
| Introduction | p. 74 |
| The theory of the convention and the creation of public value | p. 75 |
| Securing retirement income: public value and pension reform | p. 81 |
| Conclusion | p. 85 |
| Greening Public Value: The Sustainability Challenge | p. 89 |
| Introduction | p. 39 |
| Beyond disciplinary apartheid | p. 90 |
| Sustainability challenges - an overview | p. 93 |
| Development states as public value | p. 99 |
| Towards sustainable public value | p. 106 |
| Conclusion | p. 110 |
| Public Value, Deliberative Democracy and the Role of Public Managers | p. 112 |
| Tackling the democratic deficit | p. 116 |
| The delivery paradox | p. 116 |
| Managing public expectations | p. 117 |
| Mechanisms for increasing responsiveness | p. 118 |
| How can public managers deliver public value? | p. 119 |
| Authorization | p. 120 |
| Public value creation | p. 121 |
| Measurement - the importance of democracy | p. 123 |
| The argument from public value - responsiveness to refined preferences | p. 125 |
| Choice and Marketing in Public Management: The Creation of Public Value? | p. 127 |
| Introduction | p. 127 |
| The idea of choice | p. 128 |
| A key definition: the role of the public manager | p. 128 |
| Customers and intermediaries | p. 131 |
| Marketing at both ends of the production process | p. 133 |
| Marketing obligations and restrictions as well as services and opportunities | p. 135 |
| An example in community policing | p. 137 |
| The reality of choice | p. 139 |
| A final question | p. 142 |
| Public Value from Co-production by Clients | p. 144 |
| Introduction | p. 144 |
| Defining public sector clients | p. 145 |
| The necessity of client co-production | p. 146 |
| What induces clients to co-produce? | p. 150 |
| Conclusion: the terms of the exchange | p. 157 |
| Framing The Production of Health in Terms of Public Value: Lessons from the UK National Health Service | p. 158 |
| Introduction | p. 158 |
| A public value framework | p. 158 |
| Background context | p. 160 |
| Defining a value mission | p. 160 |
| The doctor-patient relationship: changing responsibilities | p. 163 |
| Patient and public involvement in health | p. 163 |
| Building a community-led Health Service | p. 167 |
| Public Value Through Innovation and Improvement | p. 171 |
| Introduction | p. 171 |
| The public value context of innovation and improvement | p. 171 |
| When does innovation contribute to or detract from public value? | p. 174 |
| Managing risk and reward in the pursuit of public value | p. 180 |
| The politics of innovation to create public value | p. 183 |
| Sustaining Public Value Through Microfinance | p. 185 |
| Introduction | p. 185 |
| The public value of microfinance | p. 187 |
| Sustainability and the creation of public value for all the poor | p. 192 |
| Subsidies through technical assistance: the Cooperative Development Foundation, Andhra Pradesh, India | p. 195 |
| Creating a separate delivery channel: Mann Deshi Mahila Bank, Maharashtra, India | p. 197 |
| Cross-subsidization: the Grameen Bank, Bangladesh | p. 199 |
| Conclusion | p. 200 |
| Redefining 'Public Value' in New Zealand's Performance Management System: Managing for Outcomes while Accounting for Outputs | p. 202 |
| Outcomes as wish lists | p. 204 |
| Overemphasizing outputs | p. 205 |
| New efforts to focus on outcomes | p. 206 |
| Reconciling outputs and outcomes | p. 208 |
| Conclusion | p. 210 |
| Effective Supply and Demand and the Measurement of Public and Social Value | p. 212 |
| Developing a model of public value | p. 215 |
| Social value: effective demand and effective supply | p. 217 |
| Horizons in time | p. 218 |
| Public value in the built environment | p. 220 |
| Lessons for social and public value | p. 223 |
| Learning, Social Inequality and Risk: A Suitable Case for Public Value? | p. 225 |
| Personal troubles and public issues | p. 225 |
| Beyond unitary measures | p. 226 |
| Aspects of public value | p. 226 |
| The personal problems and public issues of learning | p. 228 |
| Learning and skills: some British evidence | p. 230 |
| Social class, educational inequality and meritocracy | p. 232 |
| Social change, risk and learning | p. 238 |
| Conclusion | p. 242 |
| Public Value in Education: A Case-Study | p. 244 |
| First steps | p. 244 |
| Innovation and continuous improvement | p. 247 |
| Outcomes and evaluations | p. 248 |
| The evolution of culture | p. 250 |
| Leadership | p. 252 |
| The wider challenge | p. 253 |
| Conclusions: Looking Ahead | p. 256 |
| Changes in the context of governance and public service | p. 256 |
| The re-emergence of the social consciousness of interdependence | p. 259 |
| From government to governance | p. 261 |
| The enduring relevance of public value money | p. 261 |
| increasing legitimacy by linking politics and administration | p. 263 |
| Recognizing public value: measuring government performance | p. 265 |
| Innovation in programmes and institutional design | p. 270 |
| Calling a public into existence: administrative politics and community consultation | p. 272 |
| Conclusion | p. 274 |
| Notes | p. 275 |
| Bibliography | p. 280 |
| Index | p. 304 |
| Table of Contents provided by Ingram. All Rights Reserved. |
