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CHAPTER ONE



The New Leadership


To achieve excellence in child protection,
understanding the strategic triangle discussed in the Introduction is not, by
itself, sufficient. Value creation, enhancing the authorizing environment, and
capacity building must be continuously monitored and measured. It is no longer
enough to say, “We think we are doing a good job.” The authorizing
environment rightfully expects and demands more.


Recognizing
this very legitimate expectation for factual information, the Public Children
Services Association of Ohio (PCSAO) developed and implemented a strategy to ask
the public what it values. In the past, public child protection agencies simply
assumed that they knew what the public valued. Even worse, they behaved as if
they were the experts on public value and were thus justified in telling the
public what it should value. From that arrogant premise, agencies proceeded to
do what they thought best, expressing confusion and dismay when the authorizing
environment criticized their efforts and expressed intense dissatisfaction with
their outcomes.





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