A seminal figure in the field of public management, Mark H. Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing 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.
A Brookings Institution Press and Ash Center for Democratic Governance and Innovation publication In Ports in a Storm a team of Harvard Kennedy School scholars focus diverse conceptual lenses on a single high-stakes management task—enhancing port security across the United States. Their aims are two: to understand how a public manager might confront that complex undertaking, and to explore the similarities, differences, and complementarities of their alternative approaches to public management. The book takes as its pivot point the singular case of U.S. Coast Guard Captain Suzanne Englebert and her leadership of efforts to secure America's ports after the September 11 attacks. The Coast Guard had always been responsible for securing America's ports and coastline. But now it was tasked with safeguarding these critical, complex, and vulnerable assets during a time of war, a job it clearly could not handle alone. Ports in a Storm considers the monumental challenge of driving rapid change in a complex system involving hundreds of private organizations and scores of government agencies with their operations intricately intertwined. The book examines Englebert's actions from varied conceptual vantage points, sometimes critiquing questionable calls but more often celebrating her initiative, creativity, persistence, and skill. The authors use the Coast Guard episode as a testing ground for the eclectic intellectual constructs they have been developing to guide public managers. Instead of starting with theory and searching for examples that fit, they begin with the concrete and then harness scholarship to the service of better practice. And rather than mimic management principles from the business world, they tailor their approach to the very different challenges of managing in a public sector context. The volume allows readers in both the scholarly and practical worlds to see how the theories measure up. Contributors, including the two volume editors, are Robert D. Behn, John D. Donahue, Archon Fung, Stephen Goldsmith, Elaine Kamarck, Herman B. Leonard, Mark H. Moore, Malcolm K. Sparrow, Pamela Varley, and Richard Zeckhauser.
In 1978, determined to combat fraud, waste, and abuse in government programs, Congress overwhelmingly approved the creation of special Offices of Inspectors-General (OIGs) in many federal departments. Moore and Gates here provide the first evaluation of this important institutional innovation. Clearly and objectively, they examine the powerful but often imprecisely defined concepts—wastefulness, accountability, performance—that underlie the OIG mandate. Their study conveys a realistic sense of how these offices operate and how their impact is affected by the changing dynamics of politics and personality. A Volume in the Russell Sage Foundation's Social Science Perspectives Series
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.
A seminal figure in the field of public management, Mark H. Moore presents his summation of fifteen years of research, observation, and teaching about what public sector executives should do to improve the performance of public enterprises. Useful for both practicing public executives and those who teach them, this book explicates some of the richest of several hundred cases used at Harvard’s Kennedy School of Government and illuminates their broader lessons for government managers. Moore addresses four questions that have long bedeviled public administration: What should citizens and their representatives expect and demand from public executives? What sources can public managers consult to learn what is valuable for them to produce? How should public managers cope with inconsistent and fickle political mandates? How can public managers find room to innovate? Moore’s answers respond to the well-understood difficulties of managing public enterprises in modern society by recommending specific, concrete changes in the practices of individual public managers: how they envision what is valuable to produce, how they engage their political overseers, and how they deliver services and fulfill obligations to clients. Following Moore’s cases, we witness dilemmas faced by a cross-section of public managers: William Ruckelshaus and the Environmental Protection Agency; Jerome Miller and the Department of Youth Services; Miles Mahoney and the Park Plaza Redevelopment Project; David Sencer and the swine flu scare; Lee Brown and the Houston Police Department; Harry Spence and the Boston Housing Authority. Their work, together with Moore’s analysis, reveals how public managers can achieve their true goal of producing public value.
From the preface: "History has dealt the juvenile court (and, more broadly, the juvenile justice system) a cruel blow. What began as a promising social experiment has disappointed nearly everyone... Inevitably, disillusionment has weakened the mandate of the juvenile justice system. Conflicts in philosophy, once held at bay by general enthusiasm for the enterprise, have now surfaced with great urgency. What, in fact, is the purpose of the juvenile justice system? Is it to protect the community from youth crime, or to help children grow up? Is it primarily a court dominated by concerns for justice? Or, is it more fundamentally a social service agency concerned with structuring the environments of children? Is the court an independent institution that stands apart from the community and administers justice in a fair and impartial way? Or, is the court an agent of the community in the sense that it establishes norms of conduct and draws both public and private agencies to the tasks of socializing children?
Early Christian Life and Thought in Social Context fills a vacuum in current scholarship. While there exist a number of anthologies of sources for students of the New Testament and early Judaism, this book integrates concise explanatory comment on various aspects of the historical and social situation of the early Christians with substantial extracts from early Christian, early Jewish, and Graeco-Roman sources.
A case study that presents a concrete image of how violence presents itself in an American city. Describes actual settings in which responses to urban violence must be formulated & implemented. Aim is to stimulate discussion among citizens, students, & urban police makers & how the problem of urban violence might be best addressed. Tables & figures.
This text provides a concise and internationalized restatement of the public value approach, an assessment of its impact to date - in theory and practice - and of its particular relevance to the challenges of public management in a time of crisis and austerity.
Based on the Diagnostic and Statistical Manual for Primary Care: Child and Adolescent Version (DSM-PC), this state-of-the-art reference expertly guides you through normal and abnormal development and behavior for all pediatric age groups. See how neurobiological, environmental, and human relationship factors all contribute to developmental and behavioral disorders and know how to best diagnose and treat each patient you see. Accurately identify developmental and behavioral problems using the Diagnostic and Statistical Manual for Primary Care criteria, and evidence-based guidelines. Gain a clear understanding of the "normal" boundaries and variations within specific disorders. Make informed therapeutic decisions with the integration of basic science and practical information and recommendations from the Society of Developmental and Behavioral Pediatrics and the American Academy of Pediatrics. Avoid legal and ethical implications by consulting the Law, Policy, and Ethics chapter. Download the DSM PC criteria from the included CD, as well as tables and illustrations for use in electronic presentations.
Thank you for visiting our website. Would you like to provide feedback on how we could improve your experience?
This site does not use any third party cookies with one exception — it uses cookies from Google to deliver its services and to analyze traffic.Learn More.