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Recognizing Public Value

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HARDCOVER

$59.95 • £44.95 • €54.00

ISBN 9780674066953

Publication: February 2013

x Text

496 pages

6-1/8 x 9-1/4 inches

49 line illustrations, 12 tables

World

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    • List of Figures* and Tables**
    • Introduction
    • 1. 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
      • Summary
    • 2. 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
      • Summary
    • 3. 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
      • Summary
    • 4. 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
      • Summary
    • 5. 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
      • Summary
    • 6. 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
      • Summary
    • 7. 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
      • Summary
    • Conclusion
    • Appendix: A Public Value Scorecard for Public Managers
    • Notes
    • Acknowledgments
    • Index
    • * Figures
      • 1.1 Public value account I
      • 1.2 Public value account II
      • 1.3 Public value account III
      • 1.4 Public value account IV
      • 1.5 Public value account V
      • 1.6 Public value account VI
      • 1.7 Degrees of “publicness” in the concept of public value
      • 1.8 Seven dimensions of public value in policing
      • 1.9 A proposed public value account for policing
      • 1.10 Priority investments for police information systems
      • 2.1 The strategic triangle
      • 2.2 The public value account helps build, integrate, and test a strategy for public value creation
      • 2.3 The balanced scorecard
      • 2.4 A public value scorecard for public managers
      • 2.5 The public value account: general form
      • 2.6 The authorizing environment
      • 2.7 The legitimacy and support perspective: general form
      • 2.8 The public value chain
      • 2.9 The public value chain superimposed on the strategic triangle
      • 2.10 The operational capacity perspective: general form
      • 2.11 Public value scorecard for Anthony Williams
      • 3.1 Public value account for John James and the Minnesota DOR
      • 3.2 Oversight of the New York City Police Department
      • 3.3 Public value scorecard for John James and the Minnesota DOR
      • 4.1 The ladder and the scale
      • 4.2 Measuring along the public value chain
      • 4.3 Public value account for Jeannette Tamayo and Project Chance
      • 4.4 Tamayo’s public value chain
      • 4.5 The public value chain, with partners
      • 4.6 The public value chain, with organized coproducers
      • 4.7 Public value scorecard for Jeannette Tamayo and Project Chance
      • 5.1 The authorizing environment, with individuals
      • 5.2 The public value chain, with individuals
      • 5.3 Public value scorecard for Diana Gale and the Seattle Solid Waste Utility
      • 6.1 The scope of the Oregon Benchmarks
      • 7.1 Public value account for Harry Spence and the Massachusetts DSS
      • 7.2 Public value scorecard for Harry Spence and the Massachusetts DSS
      • A.1 Public value account: general form
      • A.2 Legitimacy and support perspective: general form
      • A.3 Operational capacity perspective: general form
    • ** Tables
      • 1.1 Blending philosophical frameworks in recognizing public value
      • 2.1 Williams’s strategic goals I
      • 2.2 Williams’s strategic goals II
      • 3.1 The old and new budget games
      • 3.2 A comparison of the dimensions of public value nominated by the DOR and the legislative committee
      • 4.1 Two measurable conceptions of public value creation in welfare-to-work programs
      • 5.1 Individuals in different roles vis-à-vis government
      • 6.1 A comparison of the objectives of Oregon Shines and the Oregon Benchmarks
      • 6.2 Oregon Shines recommendations matched to the three themes of the Oregon Benchmarks
      • 7.1 Two types of errors in child protection case processing
      • 7.2 Different forms of accountability and performance management systems