Recognizing public value

"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.

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 pub…