The collection of poems in The Reckoning of Jeanne d’Antietam circles the U.S. Civil War and the failed revolution of Reconstruction, and Matthew Moore makes incursions into the histories and beliefs of the era through architectures of sound, but also via ancillary histories and histories stacked upon histories—densely and visibly scrawled—like Anselm Kiefer's sculptures of lead books, melted and dripping with the texts of illegible songs. His poems include the figure of Joan of Arc (Jeanne d'Arc) and her voices; the explosion of the U.S. prison system and racial legal fictions amid the groundswell of mass terror in the wake of the U.S. Civil War; the politically poisoned poetic lineage that moves from Modernism, to New Criticism, and dead-ends in Southern Agrarianism; and the destructive colonial histories of the sugar and cotton industries.  

The Reckoning of Jeanne d’Antietam stands imbricated with the spell of language-the-testament; language as hard rhyme and difficult music, evanescence and violence; and the invocation of names and events at their meeting places in history. Moore’s poems stand against sentiment and pity, and against the consolation of that which cannot be consoled. 

Mark H. Moore’s now classic Creating Public Value offered advice to public managers about how to create public value. But that book left a key question unresolved: how could one recognize (in an accounting sense) when public value had been created? Here, Moore closes the gap by setting forth a philosophy of performance measurement that will help public managers name, observe, and sometimes count the value they produce, whether in education, public health, safety, crime prevention, housing, or other areas. Blending case studies with theory, he argues that private sector models built on customer satisfaction and the bottom line cannot be transferred to government agencies. The Public Value Account (PVA), which Moore develops as an alternative, outlines the values that citizens want to see produced by, and reflected in, agency operations. These include the achievement of collectively defined missions, the fairness with which agencies operate, and the satisfaction of clients and other stake-holders.

But strategic public managers also have to imagine and execute strategies that sustain or increase the value they create into the future. To help public managers with that task, Moore offers a Public Value Scorecard that focuses on the actions necessary to build legitimacy and support for the envisioned value, and on the innovations that have to be made in existing operational capacity.

Using his scorecard, Moore evaluates the real-world management strategies of such former public managers as D.C. Mayor Anthony Williams, NYPD Commissioner William Bratton, and Commissioner of the Minnesota Department of Revenue John James.