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 ...

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 ...

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 Capta...