Cover: Recognizing Public Value, from Harvard University PressCover: Recognizing Public Value in HARDCOVER

Recognizing Public Value

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Product Details

HARDCOVER

$71.00 • £56.95 • €64.00

ISBN 9780674066953

Publication Date: 02/15/2013

Text

496 pages

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

49 line illustrations, 12 tables

World

  • 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

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