Inclui índice

1. William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value -- William Bratton and the Origin of Compstat -- Developing a Public Value Account: A “Bottom Line” for Public Agencies? -- A Compelling Private-Sector Metaphor -- A “Public Value Account” for Public Agency Managers 2. Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard -- Mayor Anthony Williams and the Politics of Performance -- Strategic Uses of Performance Measurement: From Public Value Accounts to Public Value Scorecards -- Why Effective Performance Measurement and Management Are Rare in the Public Sector -- Strategic Management in Government and the Public Value Account -- The Public Value Scorecard: A “Balanced Scorecard” for Strategic Management in the Public Sector -- How a Public Value Scorecard Can Support Strategic Public Management 3. John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance -- John James and the Legislative Oversight Committee -- Facing the Problem of Democratic Accountability -- James’s Accountability to His Authorizers -- An Analytic Framework for Diagnosing and Evaluating Accountability Relationships -- Groping toward Improvement -- Using Public Value Propositions to Engage and Manage the Authorizing Environment 4. Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain -- Jeannette Tamayo, Toby Herr, and Performance Contracting in Illinois -- Deciding What to Measure and Where along the Value Chain -- Measuring along the Value Chain -- Creating a Public Value Account for Welfare-to-Work Programs -- An Operational Capacity Perspective on Project Chance 5. Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction -- Diana Gale and the Garbage Overhaul -- Public-Sector Marketing and the Mobilization of Legitimacy, Support, and Coproduction -- Understanding Gale’s Strategic Calculation: The Arrows of the Strategic Triangle -- A Comparison to the Private Sector: Marketing and Public Relations -- Marketing and Public Relations in the Public Sector -- Using Measures of Public Relations Performance to Produce Public Value 6. Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value -- Duncan Wyse, Jeff Tryens, and the Oregon Benchmarks -- From Organizational Accountability to Political Leadership -- Beyond Agency Accountability: Using Performance Measurement to Mobilize a Polity -- Securing an Institutional Base and Building a Political Constituency for the Use of Performance Measurement in Politics and Management -- Partisan Politics and Political Ideology in Defining and Recognizing Public Value -- The Public Value Account as a Flexible, Politically Responsive Hierarchy of Goals and Objectives -- Practical Use of the Oregon Benchmarks 7. Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships -- Harry Spence and the Professional Learning Organization -- Navigating the “Expert Slope” in Public Management -- An Impossible Job? -- Looking to Private-Sector Learning Organizations