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| List of Figures and Tables | |
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| Introduction | |
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| William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value | |
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| William Bratton and the Origin of Compstat | |
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| Developing a Public Value Account: A "Bottom Line" for Public Agencies? | |
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| A Compelling Private-Sector Metaphor | |
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| A "Public Value Account" for Public Agency Managers | |
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| Summary | |
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| Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard | |
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| Mayor Anthony Williams and the Politics of Performance | |
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| Strategic Uses of Performance Measurement: From Public Value Accounts to Public Value Scorecards | |
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| Why Effective Performance Measurement and Management Are Rare in the Public Sector | |
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| Strategic Management in Government and the Public Value Account | |
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| The Public Value Scorecard: A "Balanced Scorecard" for Strategic Management in the Public Sector | |
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| How a Public Value Scorecard Can Support Strategic Public Management | |
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| Summary | |
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| John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance | |
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| John James and the Legislative Oversight Committee | |
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| Facing the Problem of Democratic Accountability | |
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| James's Accountability to His Authorizers | |
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| An Analytic Framework for Diagnosing and Evaluating Accountability Relationships | |
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| Groping toward Improvement | |
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| Using Public Value Propositions to Engage and Manage the Authorizing Environment | |
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| Summary | |
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| Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain | |
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| Jeannette Tamayo, Toby Herr, and Performance Contracting in Illinois | |
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| Deciding What to Measure and Where along the Value Chain | |
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| Measuring along the Value Chain | |
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| Creating a Public Value Account for Welfare-to-Work Programs | |
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| An Operational Capacity Perspective on Project Chance | |
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| Summary | |
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| Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction | |
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| Diana Gale and the Garbage Overhaul | |
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| Public-Sector Marketing and the Mobilization of Legitimacy, Support, and Coproduction | |
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| Understanding Gale's Strategic Calculation: The Arrows of the Strategic Triangle | |
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| A Comparison to the Private Sector: Marketing and Public Relations | |
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| Marketing and Public Relations in the Public Sector | |
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| Using Measures of Public Relations Performance to Produce Public Value | |
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| Summary | |
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| Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value | |
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| Duncan Wyse, Jeff Tryens, and the Oregon Benchmarks | |
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| From Organizational Accountability to Political Leadership | |
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| Beyond Agency Accountability: Using Performance Measurement to Mobilize a Polity | |
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| Securing an Institutional Base and Building a Political Constituency for the Use of Performance Measurement in Politics and Management | |
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| Partisan Politics and Political Ideology in Defining and Recognizing Public Value | |
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| The Public Value Account as a Flexible, Politically Responsive Hierarchy of Goals and Objectives | |
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| Practical Use of the Oregon Benchmarks | |
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| Summary | |
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| Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships | |
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| Harry Spence and the Professional Learning Organization | |
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| Navigating the "Expert Slope" in Public Management | |
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| An Impossible Job? | |
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| Looking to Private-Sector Learning Organizations | |
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| Summary | |
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| Conclusion | |
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| Appendix: A Public Value Scorecard for Public Managers | |
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| Notes | |
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| Acknowledgments | |
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| Index | |