Table of Contents
List of Figures and Tables xi
Introduction 1
1 William Bratton and the New York City Police Department: The Challenge of Defining and Recognizing Public Value 19
William Bratton and the Origin of Compstat 19
Developing a Public Value Account: A "Bottom Line" for Public Agencies? 31
A Compelling Private-Sector Metaphor 31
A "Public Value Account" for Public Agency Managers 43
Summary 69
2 Mayor Anthony Williams and the D.C. Government: Strategic Uses of a Public Value Scorecard 72
Mayor Anthony Williams and the Politics of Performance 72
Strategic Uses of Performance Measurement: From Public Value Accounts to Public Value Scorecards 82
Why Effective Performance Measurement and Management Are Rare in the Public Sector 84
Strategic Management in Government and the Public Value Account 101
The Public Value Scorecard: A "Balanced Scorecard" for Strategic Management in the Public Sector 106
How a Public Value Scorecard Can Support Strategic Public Management 111
Summary 125
3 John James and the Minnesota Department of Revenue: Embracing Accountability to Enhance Legitimacy and Improve Performance 132
John James and the Legislative Oversight Committee 132
Facing the Problem of Democratic Accountability 144
James's Accountability to His Authorizers 145
An Analytic Framework for Diagnosing and Evaluating Accountability Relationships 154
Groping toward Improvement 161
Using Public Value Propositions to Engage and Manage the Authorizing Environment 174
Summary 178
4 Jeannette Tamayo, Toby Herr, and Project Chance: Measuring Performance along the Value Chain 184
Jeannette Tamayo, Toby Herr, and Performance Contracting in Illinois 184
Deciding What to Measure and Where along the Value Chain 195
Measuring along the Value Chain 197
Creating a Public Value Account for Welfare-to-Work Programs 210
An Operational Capacity Perspective on Project Chance 222
Summary 238
5 Diana Gale and the Seattle Solid Waste Utility: Using Transparency to Legitimize Innovation and Mobilize Citizen and Client Coproduction 244
Diana Gale and the Garbage Overhaul 244
Public-Sector Marketing and the Mobilization of Legitimacy, Support, and Coproduction 256
Understanding Gale's Strategic Calculation: The Arrows of the Strategic Triangle 260
A Comparison to the Private Sector: Marketing and Public Relations 272
Marketing and Public Relations in the Public Sector 276
Using Measures of Public Relations Performance to Produce Public Value 281
Summary 287
6 Duncan Wyse, Jeff Tryens, and the Progress Board: Helping Polities Envision and Produce Public Value 292
Duncan Wyse, Jeff Tryens, and the Oregon Benchmarks 292
From Organizational Accountability to Political Leadership 305
Beyond Agency Accountability: Using Performance Measurement to Mobilize a Polity 309
Securing an Institutional Base and Building a Political Constituency for the Use of Performance Measurement in Politics and Management 316
Partisan Politics and Political Ideology in Defining and Recognizing Public Value 322
The Public Value Account as a Flexible, Politically Responsive Hierarchy of Goals and Objectives 330
Practical Use of the Oregon Benchmarks 337
Summary 341
7 Harry Spence and the Massachusetts Department of Social Services: Learning to Create Right Relationships 344
Harry Spence and the Professional Learning Organization 344
Navigating the "Expert Slope" in Public Management 361
An Impossible Job? 363
Looking to Private-Sector Learning Organizations 385
Summary 395
Conclusion 400
Appendix: A Public Value Scorecard for Public Managers 419
Notes 423
Acknowledgments 467
Index 469