Recognizing public value /:
"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 fo...
Gespeichert in:
| 1. Verfasser: | |
|---|---|
| Format: | Elektronisch E-Book |
| Sprache: | English |
| Veröffentlicht: |
Cambridge, Mass. :
Harvard University Press,
2013.
|
| Schlagworte: | |
| Online-Zugang: | Volltext |
| Zusammenfassung: | "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 |
| Beschreibung: | 1 online resource (xiii, 473 pages) : illustrations |
| Bibliographie: | Includes bibliographical references and index. |
| ISBN: | 0674067827 9780674067820 0674071379 9780674071377 |
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| 245 | 1 | 0 | |a Recognizing public value / |c Mark H. Moore. |
| 260 | |a Cambridge, Mass. : |b Harvard University Press, |c 2013. | ||
| 300 | |a 1 online resource (xiii, 473 pages) : |b illustrations | ||
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| 504 | |a Includes bibliographical references and index. | ||
| 505 | 0 | |a William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value -- Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard -- John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance -- Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain -- Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction -- Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value -- Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships. | |
| 520 | |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 | ||
| 588 | 0 | |a Print version record. | |
| 546 | |a In English. | ||
| 650 | 0 | |a Public administration |x Moral and ethical aspects |z United States |v Case studies. | |
| 650 | 0 | |a Government executives |x Professional ethics |z United States |v Case studies. | |
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| 650 | 7 | |a POLITICAL SCIENCE |x General. |2 bisacsh | |
| 650 | 7 | |a POLITICAL SCIENCE |x Public Policy |x General. |2 bisacsh | |
| 650 | 7 | |a Government executives |x Professional ethics |2 fast | |
| 650 | 7 | |a Public administration |x Moral and ethical aspects |2 fast | |
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Datensatz im Suchindex
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| author | Moore, Mark H., 1947- |
| author_GND | http://id.loc.gov/authorities/names/n81070755 |
| author_facet | Moore, Mark H., 1947- |
| author_role | |
| author_sort | Moore, Mark H., 1947- |
| author_variant | m h m mh mhm |
| building | Verbundindex |
| bvnumber | localFWS |
| callnumber-first | J - Political Science |
| callnumber-label | JF1525 |
| callnumber-raw | JF1525.E8 M68 2013 |
| callnumber-search | JF1525.E8 M68 2013 |
| callnumber-sort | JF 41525 E8 M68 42013 |
| callnumber-subject | JF - Public Administration |
| collection | ZDB-4-EBA |
| contents | William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value -- Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard -- John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance -- Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain -- Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction -- Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value -- Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships. |
| ctrlnum | (OCoLC)827083285 |
| dewey-full | 172/.2 |
| dewey-hundreds | 100 - Philosophy & psychology |
| dewey-ones | 172 - Political ethics |
| dewey-raw | 172/.2 |
| dewey-search | 172/.2 |
| dewey-sort | 3172 12 |
| dewey-tens | 170 - Ethics (Moral philosophy) |
| discipline | Philosophie |
| format | Electronic eBook |
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code="0">http://id.loc.gov/authorities/names/n81070755</subfield></datafield><datafield tag="245" ind1="1" ind2="0"><subfield code="a">Recognizing public value /</subfield><subfield code="c">Mark H. Moore.</subfield></datafield><datafield tag="260" ind1=" " ind2=" "><subfield code="a">Cambridge, Mass. :</subfield><subfield code="b">Harvard University Press,</subfield><subfield code="c">2013.</subfield></datafield><datafield tag="300" ind1=" " ind2=" "><subfield code="a">1 online resource (xiii, 473 pages) :</subfield><subfield code="b">illustrations</subfield></datafield><datafield tag="336" ind1=" " ind2=" "><subfield code="a">text</subfield><subfield code="b">txt</subfield><subfield code="2">rdacontent</subfield></datafield><datafield tag="337" ind1=" " ind2=" "><subfield code="a">computer</subfield><subfield code="b">c</subfield><subfield code="2">rdamedia</subfield></datafield><datafield tag="338" ind1=" " ind2=" "><subfield code="a">online resource</subfield><subfield code="b">cr</subfield><subfield code="2">rdacarrier</subfield></datafield><datafield tag="347" ind1=" " ind2=" "><subfield code="a">data file</subfield></datafield><datafield tag="504" ind1=" " ind2=" "><subfield code="a">Includes bibliographical references and index.</subfield></datafield><datafield tag="505" ind1="0" ind2=" "><subfield code="a">William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value -- Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard -- John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance -- Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain -- Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction -- Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value -- Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships.</subfield></datafield><datafield tag="520" ind1=" " ind2=" "><subfield code="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? 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| genre_facet | Case studies |
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| geographic_facet | United States |
| id | ZDB-4-EBA-ocn827083285 |
| illustrated | Illustrated |
| indexdate | 2024-11-27T13:25:10Z |
| institution | BVB |
| isbn | 0674067827 9780674067820 0674071379 9780674071377 |
| language | English |
| oclc_num | 827083285 |
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| physical | 1 online resource (xiii, 473 pages) : illustrations |
| psigel | ZDB-4-EBA |
| publishDate | 2013 |
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| publisher | Harvard University Press, |
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| spelling | Moore, Mark H., 1947- http://id.loc.gov/authorities/names/n81070755 Recognizing public value / Mark H. Moore. Cambridge, Mass. : Harvard University Press, 2013. 1 online resource (xiii, 473 pages) : illustrations text txt rdacontent computer c rdamedia online resource cr rdacarrier data file Includes bibliographical references and index. William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value -- Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard -- John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance -- Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain -- Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction -- Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value -- Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships. "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 Print version record. In English. Public administration Moral and ethical aspects United States Case studies. Government executives Professional ethics United States Case studies. Administration publique (Science) Aspect moral États-Unis Études de cas. Hauts fonctionnaires Déontologie États-Unis Études de cas. POLITICAL SCIENCE General. bisacsh POLITICAL SCIENCE Public Policy General. bisacsh Government executives Professional ethics fast Public administration Moral and ethical aspects fast United States fast https://id.oclc.org/worldcat/entity/E39PBJtxgQXMWqmjMjjwXRHgrq Führungskraft gnd http://d-nb.info/gnd/4071497-4 Öffentlicher Sektor gnd http://d-nb.info/gnd/4056673-0 Strategisches Management gnd http://d-nb.info/gnd/4124261-0 Public Value gnd http://d-nb.info/gnd/7721797-4 Case studies fast has work: Recognizing Public Value (Text) https://id.oclc.org/worldcat/entity/E39PCGKt6d8fx6QyTVxRtGvM8C https://id.oclc.org/worldcat/ontology/hasWork Print version: 9780674066953 0674066952 (DLC) 2012022228 FWS01 ZDB-4-EBA FWS_PDA_EBA https://search.ebscohost.com/login.aspx?direct=true&scope=site&db=nlebk&AN=536377 Volltext |
| spellingShingle | Moore, Mark H., 1947- Recognizing public value / William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value -- Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard -- John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance -- Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain -- Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction -- Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value -- Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships. Public administration Moral and ethical aspects United States Case studies. Government executives Professional ethics United States Case studies. Administration publique (Science) Aspect moral États-Unis Études de cas. Hauts fonctionnaires Déontologie États-Unis Études de cas. POLITICAL SCIENCE General. bisacsh POLITICAL SCIENCE Public Policy General. bisacsh Government executives Professional ethics fast Public administration Moral and ethical aspects fast Führungskraft gnd http://d-nb.info/gnd/4071497-4 Öffentlicher Sektor gnd http://d-nb.info/gnd/4056673-0 Strategisches Management gnd http://d-nb.info/gnd/4124261-0 Public Value gnd http://d-nb.info/gnd/7721797-4 |
| subject_GND | http://d-nb.info/gnd/4071497-4 http://d-nb.info/gnd/4056673-0 http://d-nb.info/gnd/4124261-0 http://d-nb.info/gnd/7721797-4 |
| title | Recognizing public value / |
| title_auth | Recognizing public value / |
| title_exact_search | Recognizing public value / |
| title_full | Recognizing public value / Mark H. Moore. |
| title_fullStr | Recognizing public value / Mark H. Moore. |
| title_full_unstemmed | Recognizing public value / Mark H. Moore. |
| title_short | Recognizing public value / |
| title_sort | recognizing public value |
| topic | Public administration Moral and ethical aspects United States Case studies. Government executives Professional ethics United States Case studies. Administration publique (Science) Aspect moral États-Unis Études de cas. Hauts fonctionnaires Déontologie États-Unis Études de cas. POLITICAL SCIENCE General. bisacsh POLITICAL SCIENCE Public Policy General. bisacsh Government executives Professional ethics fast Public administration Moral and ethical aspects fast Führungskraft gnd http://d-nb.info/gnd/4071497-4 Öffentlicher Sektor gnd http://d-nb.info/gnd/4056673-0 Strategisches Management gnd http://d-nb.info/gnd/4124261-0 Public Value gnd http://d-nb.info/gnd/7721797-4 |
| topic_facet | Public administration Moral and ethical aspects United States Case studies. Government executives Professional ethics United States Case studies. Administration publique (Science) Aspect moral États-Unis Études de cas. Hauts fonctionnaires Déontologie États-Unis Études de cas. POLITICAL SCIENCE General. POLITICAL SCIENCE Public Policy General. Government executives Professional ethics Public administration Moral and ethical aspects United States Führungskraft Öffentlicher Sektor Strategisches Management Public Value Case studies |
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