Recognizing Public Value
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.
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Strategic Uses of a Public
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Helping Polities Envision
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A Public Value Scorecard for Public Managers
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achieve agency’s authorizing environment Balanced Scorecard Bratton budget caseworkers challenge citizens collective Compstat contractors costs Creating Public Value customers demands for accountability democratic deontological desired results develop dimensions of value effective efforts elected evaluation executive focus focused Gale Gale’s goals Harvard Business School Herr Herr’s idea important improve performance individual innovation learning legislators legitimacy and support managerial Mark H marketing measurement and management mission NYPD operational capacity perspective Oregon Benchmarks Oregon Shines organization organization’s organizational organizational learning outputs overseers particular performance management performance management system performance measurement system political private-sector problem produce production possibility frontier Progress Board Project Chance Project Match public agencies public managers public sector public value account public value creation public value scorecard relationship responsibility revenues social outcomes Spence strategic management strategic triangle support perspective Tamayo Tryens value chain welfare welfare-to-work William Bratton