The Resource Recognizing public value, Mark H. Moore

Recognizing public value, Mark H. Moore

Label
Recognizing public value
Title
Recognizing public value
Statement of responsibility
Mark H. Moore
Creator
Subject
Genre
Language
eng
Summary
"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 recognize (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."--Publisher's website
Cataloging source
DLC
http://library.link/vocab/creatorDate
1947-
http://library.link/vocab/creatorName
Moore, Mark H.
Illustrations
illustrations
Index
index present
LC call number
JF1525.E8
LC item number
M68 2013
Literary form
non fiction
Nature of contents
bibliography
http://library.link/vocab/subjectName
  • Public administration
  • Government executives
  • Government executives
  • Public administration
  • Öffentlicher Sektor
  • Bewertung
  • United States
  • USA
Label
Recognizing public value, Mark H. Moore
Instantiates
Publication
Bibliography note
Includes bibliographical references and index
Carrier category
volume
Carrier category code
  • nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
William Bratton and the New York City Police Department: the challenge of defining and recognizing public value : William Bratton and the origin of Compstat ; Developing a public value account: a "bottom line" for public agencies?; A 'public value account" for public agency managers -- Mayor Anthony Williams and the D.C. government: strategic uses of a public value scorecard : Mayor Anthony Williams and the politics of performance ; Strategic uses of performance measurement: from public value accounts to public value scorecards : Why effective performance measurement and management are rare in the public sector; Strategic management in government and the public value account; The public value scorecard: a "balanced scorecard"; How a public value scorecard can support strategic public management -- John James and the Minnesota Department of Revenue: embracing accountability to enhance legitimacy and improve performance : John James and the legislative oversight committee ; Facing the problem of democratic accountability : James's accountability to his authorizers; An analytic framework for diagnosing and evaluating accountability relationships; Groping toward improvement; Using public value propositions to engage and manage the authorizing environment -- Jeannette Tamayo, Toby Herr, and Project Chance: measuring performance along the value chain : Jeannette Tamayo, Toby Herr, and performance contracting in Illinois ; Deciding what to measure and where along the value chain : Measuring along the value chain; Creating a public value account for welfare-to-work programs; An operational capacity perspective on Project Chance -- Diana Gale and the Seattle Solid Waste Utility: using transparency to legitimize innovation and mobilize citizen and client coproduction : Diana Gale and the garbage overhaul ; Public-sector marketing and the mobilization of legitimacy, support and coproduction : Understanding Gale's strategic calculation: the arrows of strategic triangle; A comparison to the private sector: marketing and public relations; Marketing and public relations in the public sector; Using measures of public relations performance to produce public value -- Duncan Wyse, Jeff Tryens, and the Progress Board: helping polities envision and produce public value : Duncan Wyse, Jeff Tryens, and the Oregon benchmarks ; From organizational accountability to political leadership ; Beyond agency accountability: using performance measurement to mobilize a policy; Securing an institutional base and building a political constituency for the use of performance measurement in politics and management; Partisan politics and political ideology in defining and recognizing public value; The public value account as a flexible, politically responsive hierarchy of goals and objectives; Practical use of the Oregon benchmarks -- Harry Spence and the Massachusetts Department of Social Services: learning to create right relationships : Harry Spence and the professional learning organization ; Navigating the "expert slope" in public management : An impossible job?; Looking to private-sector learning organizations -- Conclusion -- Appendix : A public value scorecard for public managers
Dimensions
25 cm
Extent
xiii, 473 pages
Isbn
9780674066953
Isbn Type
(alk. paper)
Lccn
2012022228
Media category
unmediated
Media MARC source
rdamedia
Media type code
  • n
Other physical details
illustrations
System control number
  • (OCoLC)792887077
  • (OCoLC)ocn792887077
Label
Recognizing public value, Mark H. Moore
Publication
Bibliography note
Includes bibliographical references and index
Carrier category
volume
Carrier category code
  • nc
Carrier MARC source
rdacarrier
Content category
text
Content type code
  • txt
Content type MARC source
rdacontent
Contents
William Bratton and the New York City Police Department: the challenge of defining and recognizing public value : William Bratton and the origin of Compstat ; Developing a public value account: a "bottom line" for public agencies?; A 'public value account" for public agency managers -- Mayor Anthony Williams and the D.C. government: strategic uses of a public value scorecard : Mayor Anthony Williams and the politics of performance ; Strategic uses of performance measurement: from public value accounts to public value scorecards : Why effective performance measurement and management are rare in the public sector; Strategic management in government and the public value account; The public value scorecard: a "balanced scorecard"; How a public value scorecard can support strategic public management -- John James and the Minnesota Department of Revenue: embracing accountability to enhance legitimacy and improve performance : John James and the legislative oversight committee ; Facing the problem of democratic accountability : James's accountability to his authorizers; An analytic framework for diagnosing and evaluating accountability relationships; Groping toward improvement; Using public value propositions to engage and manage the authorizing environment -- Jeannette Tamayo, Toby Herr, and Project Chance: measuring performance along the value chain : Jeannette Tamayo, Toby Herr, and performance contracting in Illinois ; Deciding what to measure and where along the value chain : Measuring along the value chain; Creating a public value account for welfare-to-work programs; An operational capacity perspective on Project Chance -- Diana Gale and the Seattle Solid Waste Utility: using transparency to legitimize innovation and mobilize citizen and client coproduction : Diana Gale and the garbage overhaul ; Public-sector marketing and the mobilization of legitimacy, support and coproduction : Understanding Gale's strategic calculation: the arrows of strategic triangle; A comparison to the private sector: marketing and public relations; Marketing and public relations in the public sector; Using measures of public relations performance to produce public value -- Duncan Wyse, Jeff Tryens, and the Progress Board: helping polities envision and produce public value : Duncan Wyse, Jeff Tryens, and the Oregon benchmarks ; From organizational accountability to political leadership ; Beyond agency accountability: using performance measurement to mobilize a policy; Securing an institutional base and building a political constituency for the use of performance measurement in politics and management; Partisan politics and political ideology in defining and recognizing public value; The public value account as a flexible, politically responsive hierarchy of goals and objectives; Practical use of the Oregon benchmarks -- Harry Spence and the Massachusetts Department of Social Services: learning to create right relationships : Harry Spence and the professional learning organization ; Navigating the "expert slope" in public management : An impossible job?; Looking to private-sector learning organizations -- Conclusion -- Appendix : A public value scorecard for public managers
Dimensions
25 cm
Extent
xiii, 473 pages
Isbn
9780674066953
Isbn Type
(alk. paper)
Lccn
2012022228
Media category
unmediated
Media MARC source
rdamedia
Media type code
  • n
Other physical details
illustrations
System control number
  • (OCoLC)792887077
  • (OCoLC)ocn792887077

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