- 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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