Sherman, Weinberg, and Lewis Cite A-Level Coursework

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Both agencies use public authority as well as public money to accomplish their aims" (208).

Although all public service agencies are unique in some fashion, the two cases cited by Moore are also similar in this aspect because they both use public resources in the provision of services with the concomitant authority to obligate the recipients of their services in various ways, meaning that there are two distinct "audiences" involved. As to the "must-do's" for the public managers in the BHA and HPD case studies, Moore states that for the business end of their operations, each of these agencies must seek to satisfy the customers who use their services or who are the focus of an obligation. As examples, Moore provides the following:

1. The BHA must get extra heat to Mrs. Jones, who just came home with her new baby;

2. The HPD must persuade Mr. Smith, who is suspected of an armed robbery, to come along quietly (209).

For the reporting aspects involved, both agencies must satisfy their superiors that they are achieving their goals. As examples, Moore provides the following:

1. The BHA must satisfy Judge Garrity that it is not only providing minimally satisfactory services to its clients but also admitting people fairly.

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2. The HPD must satisfy the new mayor that it can invent a style of policing that reduces criminal victimization and uses the force and authority entrusted to it economically and fairly (209).

The foregoing "must-do's" are important operational aspects for public managers, but Moore suggests that an even more important component is the marshaling of the available resources to help achieve the objectives for which the public managers themselves are being held accountable. This feature is probably one of the more compelling recommendations offered by Moore because it is closely aligned with most public managers' own self-interest. For example, according to Moore, "A close look at these cases indicates that one of the most important challenges facing public sector managers is how best to enlist the cooperation of their clients in producing the results for which the managers are held accountable" (209). The successful outcomes described in the BHA and HPD case studies were attributable in large part to the ability of these public managers to achieve this level of cooperation. As Moore concludes, "

Client cooperation is important because citizens and clients do not stand outside the production process; they participate in it" (209).

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