A seminal figure in the field of public management, Mark Moore presents his summation of 15 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 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?

Creating Public Value in Practice: Advancing the Common Good in a Multi-Sector, Shared-Power, No-One-Wholly-in-Charge World brings together a stellar cast of thinkers to explore issues of public and cross-sector decision-making within a framework of democratic civic engagement. It offers an integrative approach to understanding and applying the con

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.

Result of a conference organised by the Ministry of Education, Culture and Science and the Netherlands Public Library Association, on the occasion of the Dutch presidency of the Council of Europe on the 18th and 19th of March 2004 in The Hague and Apeldoorn. New functions and forms of public libraries in the 21st century were the central theme about which more than 150 participants of over 35 countries discussed. It was an expert meeting of governmental policy makers as well as professionals from the library field, and it includes library building and city planning, new public library concepts and its reflection in attractive and sustainable design and public library building. Consists of lectures, recommendations to the Council of Europe, seminar, survey reports on the situation of public libraries in European countries.

This book relies on the conceptual model of Open Government (OG), focusing on transparency and, concretely, in open data initiatives at the local government context with the aim of improving participation and collaboration. Most Open Government models are centered on three pillars: transparency, participation and collaboration. Transparency is a crucial ingredient of OG and, applied to data openness means to ensure that the data are well known, comprehensible, easily accessible and open to all. new governance models based on different open data models have not been proposed up to now. The chapter authors seek to contribute recent research to the discussion on governance models of open data initiatives to support Open Governments with the aim of creating public value. It includes both theoretical and empirical studies on governments models in open data initiatives.