Recognizing Public Value

ISBN-10: 0674066952

ISBN-13: 9780674066953

Edition: 2013

Authors: Mark H. Moore

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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 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.
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Book details

List price: $65.00
Copyright year: 2013
Publisher: Harvard University Press
Publication date: 2/15/2013
Binding: Hardcover
Pages: 430
Size: 6.50" wide x 9.50" long x 1.50" tall
Weight: 1.892
Language: English

Mark H. Moore is Hauser Professor of Nonprofit Organizations at the Harvard Kennedy School of Government and Herbert A. Simon Professor of Education, Management, and Organizational Behavior at the Harvard Graduate School of Education. He has also been a Visiting Professor of Business Administration at Harvard Business School.

List of Figures and Tables
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 Compelling Private-Sector Metaphor
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" for Strategic Management in the Public Sector
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 the 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 Polity
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
Appendix: A Public Value Scorecard for Public Managers
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