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Recognizing Public Value - Mark H. Moore

Recognizing Public Value

Hardcover

Published: 31st January 2013
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Mark H. Moore's now classic Creating Public Value offered advice to public managers about how to create public value. But that book left a key question unresolved: how could one recognise (in an accounting sense) when public value had been created?

Here, Moore closes the gap by setting forth a philosophy of performance measurement that will help public managers name, observe, and sometimes count the value they produce, whether in education, public health, safety, crime prevention, housing, or other areas. Blending case studies with theory, he argues that private sector models built on customer satisfaction and the bottom line cannot be transferred to government agencies. The Public Value Account (PVA), which Moore develops as an alternative, outlines the values that citizens want to see produced by, and reflected in, agency operations. These include the achievement of collectively defined missions, the fairness with which agencies operate, and the satisfaction of clients and other stake-holders. But strategic public managers also have to imagine and execute strategies that sustain or increase the value they create into the future.

To help public managers with that task, Moore offers a Public Value Scorecard that focuses on the actions necessary to build legitimacy and support for the envisioned value, and on the innovations that have to be made in existing operational capacity. Using his scorecard, Moore evaluates the real-world management strategies of such former public managers as D.C. Mayor Anthony Williams, NYPD Commissioner William Bratton, and Commissioner of the Minnesota Department of Revenue John James.

The idea that public managers should operate more like business managers gained momentum in the 1980s, and it continues today. Many reformers and politicians insist that managers should identify the 'customers' for public services and measure agency performance.

Moore's new book examines the difficulties in applying this approach to public services, particularly with respect to performance measurement. He argues that private sector methods do not measure the 'public value' created by a wide range of state and local agencies...

His case studies demonstrate that it is possible for public managers to incorporate helpful elements of private sector performance measurement, but that it is essential to recognise the special nature of the public value created by public service agencies.--M. E. Ethridge"Choice" (09/01/2013)

List of Figures and Tablesp. xi
Introductionp. 1
William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Valuep. 19
William Bratton and the Origin of Compstatp. 19
Developing a Public Value Account: A "Bottom Line" for Public Agencies?p. 31
A Compelling Private-Sector Metaphorp. 31
A "Public Value Account" for Public Agency Managersp. 43
Summaryp. 69
Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecardp. 72
Mayor Anthony Williams and the Politics of Performancep. 72
Strategic Uses of Performance Measurement: From Public Value Accounts to Public Value Scorecardsp. 82
Why Effective Performance Measurement and Management Are Rare in the Public Sectorp. 84
Strategic Management in Government and the Public Value Accountp. 101
The Public Value Scorecard: A "Balanced Scorecard" for Strategic Management in the Public Sectorp. 106
How a Public Value Scorecard Can Support Strategic Public Managementp. 111
Summaryp. 125
John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performancep. 132
John James and the Legislative Oversight Committeep. 132
Facing the Problem of Democratic Accountabilityp. 144
James's Accountability to His Authorizersp. 145
An Analytic Framework for Diagnosing and Evaluating Accountability Relationshipsp. 154
Groping toward Improvementp. 161
Using Public Value Propositions to Engage and Manage the Authorizing Environmentp. 174
Summaryp. 178
Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chainp. 184
Jeannette Tamayo, Toby Herr, and Performance Contracting in Illinoisp. 184
Deciding What to Measure and Where along the Value Chainp. 195
Measuring along the Value Chainp. 197
Creating a Public Value Account for Welfare-to-Work Programsp. 210
An Operational Capacity Perspective on Project Chancep. 222
Summaryp. 238
Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproductionp. 244
Diana Gale and the Garbage Overhaulp. 244
Public-Sector Marketing and the Mobilization of Legitimacy, Support, and Coproductionp. 256
Understanding Gale's Strategic Calculation: The Arrows of the Strategic Trianglep. 260
A Comparison to the Private Sector: Marketing and Public Relationsp. 272
Marketing and Public Relations in the Public Sectorp. 276
Using Measures of Public Relations Performance to Produce Public Valuep. 281
Summaryp. 287
Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Valuep. 292
Duncan Wyse, Jeff Tryens, and the Oregon Benchmarksp. 292
From Organizational Accountability to Political Leadershipp. 305
Beyond Agency Accountability: Using Performance Measurement to Mobilize a Polityp. 309
Securing an Institutional Base and Building a Political Constituency for the Use of Performance Measurement in Politics and Managementp. 316
Partisan Politics and Political Ideology in Defining and Recognizing Public Valuep. 322
The Public Value Account as a Flexible, Politically Responsive Hierarchy of Goals and Objectivesp. 330
Practical Use of the Oregon Benchmarksp. 337
Summaryp. 341
Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationshipsp. 344
Harry Spence and the Professional Learning Organizationp. 344
Navigating the "Expert Slope" in Public Managementp. 361
An Impossible Job?p. 363
Looking to Private-Sector Learning Organizationsp. 385
Summaryp. 395
Conclusionp. 400
Appendix: A Public Value Scorecard for Public Managersp. 419
Notesp. 423
Acknowledgmentsp. 467
Indexp. 469
Table of Contents provided by Ingram. All Rights Reserved.

ISBN: 9780674066953
ISBN-10: 0674066952
Audience: Professional
Format: Hardcover
Language: English
Number Of Pages: 496
Published: 31st January 2013
Publisher: Harvard University Press
Country of Publication: US
Dimensions (cm): 24.3 x 17.0  x 4.2
Weight (kg): 0.88