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Downloaded by NANYANGResearch limitations/implications À This article provides knowledge to support the measurement of public value produced by public sector organizations. However, the suggested use of MCS for a comprehensive measure of the public value produced by a public body does not allow for a comparison of the public values generated by different organizations, as the value is calculated against the objectives set by that specific organization. More research is needed in order to fully utilize this model in practice.Practical implications À The findings may help public sector organizations, policymakers and public managers measure the public value produced by a public organization as a whole.Social implications À This article may help citizens and other stakeholders understand the public value produced by a public organization.Originality/value À This article is based on an original research undertaken by the author and faces the relatively neglected issue of PVM. It suggests the use of public value MCS as a model for measuring public value produced by individual organizations.
Effective performance measurement and management is a cornerstone of contemporary public sector management. As governments, at all levels, decide on the most appropriate allocation of resources and the means by which services are delivered, they need to know the impact of their decisions over time. Building basic compliance related information provides the base on which individual governments, especially at the local government level, can make informed strategic choices relating to specific local issues. In this paper we examine performance management systems in local government in Victoria Australia and Sardinia Italy in order to learn how well local governments build this information framework. Without a robust compliance related performance management information system council choices around new strategic investments are dubious at best
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