Recognizing public value / Mark H. Moore.

Format:

Book

Author/Creator:

Moore, Mark H., 1947-

Language:

English

Subjects (All):

Public administration--Moral and ethical aspects--United States--Case studies.

Government executives--Professional ethics--United States--Case studies.

Government executives--Professional ethics.

Government executives.

Public administration--Moral and ethical aspects.

United States.

Genre:

Case studies.

Physical Description:

xiii, 473 pages : illustrations ; 24 cm

Place of Publication:

Cambridge, Mass. : Harvard University Press, 2013.

Summary:

The idea of paying for performance stumbles over the challenge of accurately defining performance in quantitative terms and then collapses in a heap before the challenge of reliably attributing observed changes in performance to the actions of individual government managers or employees.

The most obvious issue was the difficulty of giving a clear, objective definition of what constituted public value. At a time when social politics cast government as (at best) a kind of referee rather than a producing entity or (at worst) "the problem" rather than the solution, the claim the government was producing something of value-something that would improve the quality of individual and collective life for citizens-was startling and ideologically contentious.

Taken together, the procedural question of what actors (working through what processes) could legitimize a particular concept of public value and the substantive question of which particular values this legitimate arbiter of value would choose constitute the core problem of creating accountability for government performance. Without answers to these questions, one could not really have a theory of public value creation. Book jacket.

Contents:

1 William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value 19

William Bratton and the Origin of Compstat 19

Developing a Public Value Account: A "Bottom Line" for Public Agencies? 31

A Compelling Private-Sector Metaphor 31

A "Public Value Account" for Public Agency Managers 43

Summary 69

2 Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard 72

Mayor Anthony Williams and the Politics of Performance 72

Strategic Uses of Performance Measurement: From Public Value Accounts to Public Value Scorecards 82

Why Effective Performance Measurement and Management Are Rare in the Public Sector 84

Strategic Management in Government and the Public Value Account 101

The Public Value Scorecard: A "Balanced Scorecard" for Strategic Management in the Public Sector 106

How a Public Value Scorecard Can Support Strategic Public Management 111

Summary 125

3 John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance 132

John James and the Legislative Oversight Committee 132

Facing the Problem of Democratic Accountability 144

James's Accountability to His Authorizers 145

An Analytic Framework for Diagnosing and Evaluating Accountability Relationships 154

Groping toward Improvement 161

Using Public Value Propositions to Engage and Manage the Authorizing Environment 174

Summary 178

4 Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain 184

Jeannette Tamayo, Toby Herr, and Performance Contracting in Illinois 184

Deciding What to Measure and Where along the Value Chain 195

Measuring along the Value Chain 197

Creating a Public Value Account for Welfare-to-Work Programs 210

An Operational Capacity Perspective on Project Chance 222

Summary 238

5 Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction 244

Diana Gale and the Garbage Overhaul 244

Public-Sector Marketing and the Mobilization of Legitimacy, Support, and Coproduction 256

Understanding Gale's Strategic Calculation: The Arrows of the Strategic Triangle 260

A Comparison to the Private Sector: Marketing and Public Relations 272

Marketing and Public Relations in the Public Sector 276

Using Measures of Public Relations Performance to Produce Public Value 281

Summary 287

6 Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value 292

Duncan Wyse, Jeff Tryens, and the Oregon Benchmarks 292

From Organizational Accountability to Political Leadership 305

Beyond Agency Accountability: Using Performance Measurement to Mobilize a Polity 309

Securing an Institutional Base and Building a Political Constituency for the Use of Performance Measurement in Politics and Management 316

Partisan Politics and Political Ideology in Defining and Recognizing Public Value 322

The Public Value Account as a Flexible, Politically Responsive Hierarchy of Goals and Objectives 330

Practical Use of the Oregon Benchmarks 337

Summary 341

7 Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships 344

Harry Spence and the Professional Learning Organization 344

Navigating the "Expert Slope" in Public Management 361

An Impossible Job? 363

Looking to Private-Sector Learning Organizations 385

Summary 395.

Notes:

Includes bibliographical references and index.

ISBN:

9780674066953

0674066952

OCLC:

792887077