Suchergebnisse

Intro -- Contents -- List of Figures and Tables -- Introduction -- 1. William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value -- 2. Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard -- 3. John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance -- 4. Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain -- 5. Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction -- 6. Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value -- 7. Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships -- Conclusion -- Appendix: A Public Value Scorecard for Public Managers -- Notes -- Acknowledgments -- Index.

"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

Front Matter -- Contents -- Preface -- Executive Summary -- 1 Lie Detection and the Polygraph -- 2 Validity and Its Measurement -- 3 The Scientific Basis for Polygraph Testing -- 4 Evidence from Polygraph Research: Qualitative Assessment -- 5 Evidence from Polygraph Research: Quantitative Assessment -- 6 Alternative Techniques and Technologies -- 7 Uses of Polygraph Tests -- 8 Conclusions and Recommendations -- References -- Appendix A Polygraph Questioning Techniques -- Appendix B Use of Polygraph Screening in the U.S. Department of Energy and Other Federal Agencies -- Appendix C The Wen Ho Lee Case and the Polygraph -- Appendix D Physiological Processes Measured by the Polygraph -- Appendix E Historical Notes on the Modern Polygraph -- Appendix F Computerized Scoring of Polygraph Data -- Appendix G Process for Systematic Review of Polygraph Validation Studies -- Appendix H Quantitative Assessment of Polygraph Test Accuracy -- Appendix I False Positive Index Values for Polygraph Testing -- Appendix J Decision Analysis of Polygraph Security Screening -- Appendix K Combining Information Sources in Medical Diagnosis and Security Screening -- Appendix L Biographical Sketches of Committee Members and Staff -- Index.

There is much that is important for us to do that runs up against established academic traditions.

Questions of how best to define the ends, justify the means, and measure the performance of governments have preoccupied political economists for centuries. Recently, the concept of public value—defined in terms of the many dimensions of value that a democratic public might want to see produced by and reflected in the performance of government—has been proposed as an alternative approach. This article develops three philosophical claims central to the practice of public value accounting: (1) when the collectively owned assets of government are being deployed, the appropriate arbiter of public value is the collectively defined values of a "public" called into existence and made articulate through the quite imperfect processes of democratic governance; (2) the collectively owned assets include not only government money but also the authority of the state; (3) the normative framework for assessing the value of government production relies on both utilitarian and deontological philosophical frameworks.

All organizations benefit from developing a strategy. The most well-developed strategy models come from the private sector and focus on markets, customers, and competition. Yet, these models fail to take account of two crucially important features of nonprofit organizations: (a) the value produced by nonprofit organizations lies in the achievement of social purposes rather than in generating revenues; and (b) nonprofit organizations receive revenues from sources other than customer purchases. An alternative strategy model developed for governmental managers focuses the attention on three key issues: public value to be created, sources of legitimacy and support, and operational capacity to deliver the value. This alternative strategy model resonates powerfully with the experience of nonprofit managers precisely because it focuses attention on social purposes and on the ways in which society as a whole might be mobilized to achieve them.