LEADER 04082nam 2200601 a 450 001 9910786272203321 005 20230803025349.0 010 $a0-674-07137-9 010 $a0-674-06782-7 024 7 $a10.4159/harvard.9780674067820 035 $a(CKB)2670000000331274 035 $a(StDuBDS)AH24970292 035 $a(SSID)ssj0000820317 035 $a(PQKBManifestationID)11446373 035 $a(PQKBTitleCode)TC0000820317 035 $a(PQKBWorkID)10858197 035 $a(PQKB)10608638 035 $a(MiAaPQ)EBC3301213 035 $a(DE-B1597)178031 035 $a(OCoLC)827083285 035 $a(OCoLC)840445652 035 $a(DE-B1597)9780674067820 035 $a(Au-PeEL)EBL3301213 035 $a(CaPaEBR)ebr10654361 035 $a(OCoLC)923119195 035 $a(EXLCZ)992670000000331274 100 $a20120703d2013 uy 0 101 0 $aeng 135 $aur||||||||||| 181 $ctxt 182 $cc 183 $acr 200 10$aRecognizing public value$b[electronic resource] /$fMark H. Moore 210 $aCambridge, Mass. $cHarvard University Press$dc2013 215 $a1 online resource (xiii, 473 pages )$cillustrations 300 $aFormerly CIP.$5Uk 311 $a0-674-06695-2 320 $aIncludes bibliographical references and index. 327 $t Frontmatter -- $tContents -- $tFigures and Tables -- $tIntroduction -- $t1 William Bratton and the New York City Police Department -- $t2 Mayor Anthony Williams and the D.C. Government -- $t3 John James and the Minnesota Department of Revenue -- $t4 Jeannette Tamayo, Toby Herr, and Project Chance -- $t5 Diana Gale and the Seattle Solid Waste Utility -- $t6 Duncan Wyse, Jeff Tryens, and the Progress Board -- $t7 Harry Spence and the Massachusetts Department of Social Services -- $tConclusion -- $tAppendix -- $tNotes -- $tAcknowledgments -- $tIndex 330 $aMark 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. 606 $aPublic administration$xMoral and ethical aspects$zUnited States$vCase studies 606 $aGovernment executives$xProfessional ethics$zUnited States$vCase studies 615 0$aPublic administration$xMoral and ethical aspects 615 0$aGovernment executives$xProfessional ethics 676 $a172/.2 700 $aMoore$b Mark Harrison$01530000 801 0$bMiAaPQ 801 1$bMiAaPQ 801 2$bMiAaPQ 906 $aBOOK 912 $a9910786272203321 996 $aRecognizing public value$93792941 997 $aUNINA