Recognizing Public Value

Recognizing Public Value

Mark H. Moore
Copyright Date: 2013
Published by: Harvard University Press
Pages: 430
https://www.jstor.org/stable/j.ctt2jbwqm
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  • Book Info
    Recognizing Public Value
    Book Description:

    Moore’s classic Creating Public Value offered advice to managers about how to create public value, but left unresolved the question how one could recognize when public value had been created. Here, he closes the gap by helping public managers name, observe, and count the value they produce and sustain or increase public value into the future.

    eISBN: 978-0-674-06782-0
    Subjects: Political Science, Management & Organizational Behavior

Table of Contents

  1. Front Matter
    (pp. i-vi)
  2. Table of Contents
    (pp. vii-x)
  3. List of Figures and Tables
    (pp. xi-xvi)
  4. Introduction
    (pp. 1-18)

    In 1995 I published a book entitled Creating Public Value. The book offered practical advice to public managers who sought to make the best use of the public assets that were (temporarily, and with significant restrictions and oversight) entrusted to them. The ideas in Creating Public Value were developed at a time when many private management concepts were being applied to the public sector. They included

    a sharper focus on customers of government agencies;

    a more extensive use of performance measurement systems to recognize the value that public agencies were creating and to call both managers and employees to account...

  5. 1 William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value
    (pp. 19-71)

    In November 1993 New York City’s citizens went to the polls to elect a mayor.¹ The incumbent, David Dinkins, touted his record in reducing crime, citing Federal Bureau of Investigation (FBI) crime reports showing a 15 percent decrease in major crimes. His opponent, Rudolph Giuliani, expressed skepticism, asserting that citizens were simply too demoralized to report crime. Giuliani believed the police were demoralized as well. Experts acknowledged that Dinkins had enjoyed at least a small decrease in crime during his run as mayor but played down the significance of short-term trends and noted that drug-related crime remained as problematic as...

  6. 2 Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard
    (pp. 72-131)

    When Anthony Williams was elected mayor of Washington, D.C., in November 1998, he inherited a city that was just getting back on its feet after a harrowing brush with insolvency.¹ Although the “District” (as locals called it) had balanced its budget for the last two years—thanks in good part to the efforts of Williams himself, who had been its chief financial officer since 1995—the effects of its fiscal distress were still evident. After years of little or no capital investment, the city lacked the equipment to consistently deliver basic services to its citizens. Its employees were saddled with...

  7. 3 John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance
    (pp. 132-183)

    In late 1987 John James was appointed commissioner of the Minnesota Department of Revenue (DOR), an organization with an annual budget of $65 million and a staff of over twelve hundred employees.¹ Like all revenue departments, the Minnesota DOR was responsible for two critical government functions: collecting revenues owed to the state and offering technical advice to policy makers about tax policy. By far the most money and staff were devoted to the first task. Most DOR employees thought the DOR performed this admittedly unpopular function in a highly professional, effective, and fair manner. They also believed that the department...

  8. 4 Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain
    (pp. 184-243)

    In 1990 Jeannette Tamayo was appointed director of the Division of Employment and Training in the Illinois Department of Public Aid.¹ The division was responsible for developing, managing, and improving the government’s efforts to help welfare clients make the transition from welfare to work. The program was called “Project Chance” to emphasize its mission to give welfare clients a chance to end their welfare dependency.² Most of the casework associated with Project Chance—providing advice, support, training, and encouragement for welfare clients—was contracted out to independent social service agencies. Tamayo felt she had a mandate to clean up, rationalize,...

  9. 5 Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction
    (pp. 244-291)

    In January 1987 Diana Gale became director of the Solid Waste Utility for the city of Seattle.¹ She was a new kind of director for the utility, not only the first woman appointed to the post but the first director without a technical engineering background. Equipped with a PhD in urban planning and a strong understanding of policy analysis and urban politics, her task was to roll out a new system for dealing with the two thousand tons of solid waste the city and its surrounding areas produced each day.

    Gale’s new system—designed to reduce both the economic and...

  10. 6 Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value
    (pp. 292-343)

    In July 1995 Oregon’s statewide Progress Board invited Jeff Tryens to fly from his home in Maryland to interview for the position of staff director.¹ The Progress Board had been created in 1989 to translate a wide range of statewide public policy goals into a set of measurable benchmarks. Duncan Wyse, the founding director of the Progress Board, had kept the enterprise going for half a decade in the face of significant political controversy and strife. By 1995, he felt he had paid his dues and so stepped aside to become head of the Oregon Business Council, leaving a vacancy...

  11. 7 Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships
    (pp. 344-399)

    In 2001 Lewis “Harry” Spence became the commissioner of the Massachusetts Department of Social Services (DSS).¹ After five years on the job, in an interview with the Boston Globe Magazine, Spence spoke briefly about the experience of returning to his home state of Massachusetts after his previous position as deputy chancellor of operations in the New York City Department of Education: “I came back with a deep appreciation for the politics and civic life of Boston. New York has a brutal, dog-eat-dog political and civic life. . . . When I was in New York, I said to my wife,...

  12. Conclusion
    (pp. 400-416)

    It has been a long journey from William Bratton’s efforts to energize the New York City Police Department (NYPD) and focus it on reducing crime to Harry Spence’s attempt to turn the Massachusetts Department of Social Services (DSS) into an accountable and conscientious organization capable of learning and improving under enormous pressure. This book opened with the case of Compstat because that particular story has so often been held up as an example of how introducing the private sector’s disciplined commitment to producing bottom-line value to public-sector organizations could bring much-needed energy and focus to government performance. According to the...

  13. Appendix: A Public Value Scorecard for Public Managers
    (pp. 419-422)
  14. Notes
    (pp. 423-466)
  15. Acknowledgments
    (pp. 467-468)
  16. Index
    (pp. 469-473)