The sexual abuse scandal in the Catholic Church has been exacerbated in the minds of many by the dismal response of church leadership. Uncovered along with the abuse of power were decisions that were not only made in secrecy, but which also magnified the powerlessness of the people of the church to have any say in its governance. Accordingly, many have left the church, many have withheld funding—others have vowed to work for change, as witnessed by the phenomenal growth of Voice of the Faithful. Common Calling is indeed a call—for change, for inclusion, and a place at the table for the laity when it comes to the governance of the church.

By first providing compelling historical precedents of the roles and status of the laity as it functioned during the first millennium, Common Calling compares and contrasts those to the place of the laity today. It is this crossroad—between the past and the possible future of the Catholic Church—where the distinguished contributors to this volume gather in the hope and expectation of change. They examine the distinction between laity and clergy in regard to the power of church governance, and explore the theological interpretation of clergy-laity relations and governance in the teachings of the Second Vatican Council. They look at how church officials interpret the role of the laity today and address the weaknesses in that model. Finally, they speak clearly in outlining the ways governance may be improved, and how—by emphasizing dialogue, participation, gender equality, and loyalty—the role of the laity can be enhanced.

Speaking as active believers and academic specialists, all of the contributors assert that the church must evolve in the 21st century. They represent a variety of disciplines, including systematic theology, sacramental theology, canon law, political science, moral theology, pastoral theology, and management. The book also includes an essay by James Post, cofounder of the Catholic lay movement Voice of the Faithful, the organization that was in part responsible for the resignation of Boston's Cardinal Bernard Law. Common Calling looks to a future of transparency in the Catholic Church that, with an invested laity, will help to prevent any further abuse—especially the abuse of power.

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.