Recognizing Public ValueHarvard University Press, 15. feb. 2013 - 430 strani 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. |
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The Challenge | |
Strategic Uses of a Public | |
From Public Value Accounts to Public | |
Public Sector | |
Summary | |
Embracing | |
Measuring Performance | |
Using Transparency | |
Helping Polities Envision | |
From Organizational Accountability to Political Leadership | |
Summary | |
Conclusion | |
A Public Value Scorecard for Public Managers | |
Acknowledgments | |