Mark H. Moore

Managing for Value: Organizational Strategy in For-Profit, Nonprofit, and Governmental Organizations

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.

Innovations in governance

Abstract This article explores a special class of innovations - innovations in governance – and develops an analytical schema for characterizing and evaluating them. To date, the innovation literature has focused primarily on the private rather than the public sector, and on innovations which improve organizational performance through product and process innovations rather than public sector innovations which seek to improve social performance through re-organizations of cross-sector decision-making, financing and production systems. On the other hand, the governance literature has focused on social co-ordination but has not drawn on the innovation literature. The article uses four case studies illustratively to argue that innovations in governance deserve greater attention theoretically. Further, it argues that five inter-related characteristics distinguish public sector innovations in governance from private sector product and process innovations. Innovations in governance: go beyond organizational boundaries to create network-based decision-making, financing, decision-making, and production systems; tap new pools of resources; exploit governments capacity to shape private rights and responsibilities; redistribute the right to define and judge value; and should be evaluated in terms of the degree to which they promote justice and the development of a society as well as their efficiency and effectiveness in achieving collectively established goals.

Problem-Solving and Community Policing

Problem-solving and community policing are strategic concepts that seek to redefine the ends and the means of policing. Problem-solving policing focuses police attention on the problems that lie behind incidents, rather than on the incidents only. Community policing emphasizes the establishment of working partnerships between police and communities to reduce crime and enhance security. The prevalent approach that emphasizes professional law enforcement has failed to control or prevent crime, has failed to make policing a profession, and has fostered an unhealthy separation between the police and the communities they serve. Although adoption of these new organizational strategies presents risks of politicization, of diminished crime-fighting effectiveness, and of enhanced police powers, possible gains in strengthened and safer communities make the risks worth taking.

Accountability, Strategy, and International Nongovernmental Organizations:

Increased prominence and greater influence expose international nongovernmental development and environment organizations (INGOs) to increased demands for accountability from a wide variety of stakeholders, including donors, beneficiaries, staffs, and partners. This article focuses on developing the concept of INGO accountability, first as an abstract concept and then as a strategic idea with very different implications for different INGO strategies. The authors examine implications for INGOs that emphasize service delivery, capacity building, and policy influence. They propose that INGOs committed to service delivery may owe more accountability to donors and service regulators, capacity-building INGOs may be particularly obligated to clients whose capacities are being enhanced, and policy influence INGOs may be especially accountable to political constituencies and influence targets. INGOs that are expanding their activities to include new initiatives may need to reorganize their accountability systems to implement their strategies effectively.

Measuring and improving police performance: the lessons of Compstat and its progeny

Police performance measurement systems based on traditional indicators, such as arrest rates and response times, prevent police organizations from moving towards a strategy of community problem solving as there is no way to hold police departments externally accountable for addressing community concerns and no way to hold particular officers internally accountable for engaging community problem‐solving activities. In the absence of relevant measurement systems, police executives experience difficulty motivating their managers and line‐level officers to change their approach towards policing. A number of departments have made considerable progress in developing performance measurement systems that both address community concerns and drive their organizations towards a community problem‐solving strategy. This paper argues why police executives would want to measure performance, describes how measurement is important in driving organizational change, discusses what police departments should be measuring, and presents an exploratory qualitative analysis of the mechanisms at work in the New York Police Department’s Compstat and its application in six other police departments.

Supply Reduction and Drug Law Enforcement

Efforts to control the supply of drugs to illicit markets in the United States through law-enforcement measures must be evaluated from three different perspectives: their efficacy in reducing the availability of drugs in illicit markets; their impact on the wealth and power of ongoing criminal organizations; and their impact on foreign-policy objectives of the U. S. government. Available evidence suggests that supply-reduction efforts have been successful in dealing with heroin and, perhaps, with marijuana, but not yet with cocaine. Government efforts to attack the supply system include an international program to eradicate crops, interdiction of shipments crossing U. S. borders, investigations and prosecutions of high-level drug trafficking networks, and state and local enforcement efforts directed at street-level drug dealing. A portfolio of programs is stronger than any single program alone. The primary thrust of the effort must be to frustrate illicit transactions at every level and to immobilize those groups that seem to have solved the problem of executing reliable transactions.

Break-Through Innovations and Continuous Improvement: Two Different Models of Innovative Processes in the Public Sector

How do we understand innovation in the public sector? A look at the public and private sector understanding of innovation helps us begin to see how important new ideas are born, nurtured, tested and disseminated.

Dangerous offenders : the elusive target of justice

Examines the development of criminal justice programs designed to concentrate on the conviction and imprisonment of especially dangerous criminals.

Youth Violence in America

For a decade now, the United States has been besieged by an epidemic of youth violence. At a time when the overall crime rate has been stable or falling, violence committed by and against youth rose sharply during the late 1980s and early 1990s. Both frightened and disheartened, society wants to understand what is happening to its young people. Predictably, some widely held conceptions-formed more by compelling anecdotes circulated through popular culture than by academic research-have emerged to explain the nature and causes of the problem. One common idea, for example, is that the epidemic of youth violence is caused by the escalation of ordinary adolescent disputes to lethal violence as a consequence of the ready availability of guns. Other common explanations include a demographic shift that increased both the absolute number and proportion of youth in the overall population; a change in economic opportunities that made prospects for upward mobility among disadvantaged youth seem increasingly remote; a collapse of community and family structures that in earlier times provided informal social controls and channeled young men toward productive careers; the disappearance of African-American men from the nations hard-pressed ghettos because of penal policies that place unprecedented numbers in prison; the emergence of gangs as an alternative to family and community that tended to support, even demand, violence from their members; an epidemic of crack cocaine use that not only under-

Underwriting the Risky Investment in Community Policing: What Social Science Should Be Doing to Evaluate Community Policing

AbstractAmerica appears to have committed itself to a profound shift in its core policing strategy, from “reform policing” to “community policing.” This shift has been propelled by a powerful historical critique of the reform strategy; by an operational movement in police departments; and by political forces. Still unanswered is the question of whether community policing “works”; that is, is a more valuable organizational strategy than the reform strategy. Social science and evaluation research are turning to this question. Implicit in the approach of community policing is a belief that the values of social science should guide social decision making; that this is a specialized task for trained outside evaluators; that “crime” is the most critical performance dimension; and that programs rather than organizations are the proper units of analysis. The authors argue that this framework may hinder the full development of community-policing departments as “learning organizations”; that dimensions other than c...