“…Effectiveness measures for public accountability deal with what was achieved – outcomes rather than outputs – making data collection and calibration more complex (Kloot, 1999; Dollery and Wallis, 2001a; Kluvers and Tippett, 2011). Examples include measures to assess service importance (Breitbarth et al , 2010), reward structures, training, teamwork and innovation (Baird et al , 2012), and better connecting accountability to quality assurance (Quinlivan et al , 2014). In addition, practitioners strive to develop better measures of social value, for example: - Using social capital research, Brunetto and Farr-Wharton (2008) identified how ambiguous roles and misunderstandings about customer NPM accountability surfaced from a variety of communicative competencies and processes, such as the quality of social interactions, internal and external information-sharing and needs analyses determined during community consultations.
- Siriwardhane and Taylor (2017) adopted stakeholder salience , asking who is important and how should such needs be prioritised?
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