000			03971cam a2200373Li 4500
001			ocn827083285
003			OCoLC
005			20240726105339.0
008			130208s2013 maua ob 001 0 eng d
040			_aYDXCP _beng _epn _erda _cYDXCP _dOCLCO _dNT _dE7B _dEMU _dUMR _dJSTOR _dOCLCF _dOCLCQ _dOCLCO _dCN8ML _dVMC _dOCLCA _dOCLCQ _dOCLCO _dEBLCP _dDEBSZ _dOCLCO _dUIU
020			_a9780674067820 _q((electronic)l(electronic)ctronic)
043			_an-us---
050	0	4	_aJF1525 _b.R436 2013
049			_aMAIN
100	1		_aMoore, Mark H., _d1947- _e1
245	1	0	_aRecognizing public valueMark H. Moore.
260			_aCambridge, Mass. : _bHarvard University Press, _c(c)2013.
300			_a1 online resource (xiii, 473 pages) : _billustrations
336			_atext _btxt _2rdacontent
337			_acomputer _bc _2rdamedia
338			_aonline resource _bcr _2rdacarrier
347			_adata file _2rda
504			_a2
505	0	0	_aWilliam Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value -- _tMayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard -- _tJohn James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance -- _tJeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain -- _tDiana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction -- _tDuncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value -- _tHarry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships.
520	0		_a"Mark 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."--Publisher's website.
530			_a2 _ub
650		0	_aPublic administration _xMoral and ethical aspects _zUnited States _vCase studies.
650		0	_aGovernment executives _xProfessional ethics _zUnited States _vCase studies.
655		1	_aElectronic Books.
856	4	0	_uhttps://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&db=nlabk&AN=536377&site=eds-live&custid=s3260518 _zClick to access digital title | log in using your CIU ID number and my.ciu.edu password
942			_cOB _D _eEB _hJF. _m2013 _QOL _R _x _8NFIC _2LOC
994			_a92 _bNT
999			_c97353 _d97353
902			_a1 _bCynthia Snell _c1 _dCynthia Snell