Public Value—The Next “Big Thing” in Public Management?

Talbot, Colin

doi:10.1080/01900690902772059

Cited by 87 publications

(62 citation statements)

References 3 publications

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“…Other authors have pointed towards networks of citizens and other entities as means to understand how different actors influence policies and accountabilities and their implications for performance measurement regimes (Moore, 1995;Rhodes, 1997Rhodes, , 2007Osborne, 2006;Ahrens, 2013;Eckersley et al, 2014). In particular, the importance of citizen participation has been highlighted in connection with public value accounting (Moore, 1995(Moore, , 2012Kelly et al, 2002;Talbot, 2009Talbot, , 2011.…”

Section: The Role Of Budgeting In Shaping Accountability Relationshipmentioning

confidence: 99%

Newcastle City Council and the grassroots: accountability and budgeting under austerity

Ahrens

Ferry

2015

Acc Auditing Accountability J

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The full-text may be used and/or reproduced, and given to third parties in any format or medium, without prior permission or charge, for personal research or study, educational, or not-for-prot purposes provided that:• a full bibliographic reference is made to the original source • a link is made to the metadata record in DRO • the full-text is not changed in any way The full-text must not be sold in any format or medium without the formal permission of the copyright holders.Please consult the full DRO policy for further details. Purpose: The purpose of this paper is to shed light on new accountability relationships between Newcastle City Council (NCC) and its citizens and stakeholders in the wake of the British government's austerity politics and its budget cuts for local authorities. It seeks to show some of the ways in which various kinds of budgeting, for example, for alternative sources of funding, the use of volunteers for service provision, resource sharing, and asset transfers, as well as a diverse set of accounts of the social implications of resource diversions and service cuts, have been implicated in those changes.Design/methodology/approach: We conducted a qualitative field study of some of the uses of budgets in the shaping of accountability relationships through interviews with Council officers, conversations with activists and citizens, analysis of Council and other documents, and observation of public meetings and demonstrations. Our approach focused on the relationship between the city's political grassroots and the NCC leadership and administration. Findings:We find that NCC's senior politicians and officers co-opted the city's political grassroots and managed to reconstitute local political accountability to citizenry and stakeholders as a choice between the cessation of different types of local government services, by combining appeals to the legal framework of English local authorities, the unfairness of national politics, and the fairness of local government service provision. Local government blamed the funding cuts and the resulting resource shortages on the central government. It sought to push responsibility for cuts to the local citizenry whilst reserving for itself the role of mediator and adjudicator who makes the final decisions about the portfolio of causes that will be funded.Originality/value: This is the first study to offer detailed insight into the effects of the British government's austerity budget cuts of local authority grants on the politics of accountability in a local authority.

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Section: The Role Of Budgeting In Shaping Accountability Relationshipmentioning

confidence: 99%

Newcastle City Council and the grassroots: accountability and budgeting under austerity

Ahrens

Ferry

2015

Acc Auditing Accountability J

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“…First foreshadowed by Allison (1986) (see also (Heymann 1987)), developed and conceived largely by Moore (1995Moore ( , 2013 it is now being taken up by increasing numbers of practitioners and scholars (O'Flynn 2007;Alford and O'Flynn 2009;Benington and Moore 2011;Bryson et al 2014Bryson et al , 2015Talbot 2009;Alford et al 2017;Mulgan 2008;Barzelay and Campbell 2003;Llewellyn and Tappin 2003;Poister 2010;Meier et al 2007;Weinberg and Leeman 2013). This framework acknowledges both the public and "business" imperatives that government organizations face.…”

Section: The Public Value Frameworkmentioning

confidence: 99%

Strategy in the Public and Private Sectors: Similarities, Differences and Changes

Alford

Greve

2017

Administrative Sciences

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Strategic concepts and practices first evolved in the private sector, so they evoked much controversy when they migrated to the public sector from the late 1970s onwards. Partly this was about their (in)applicability to the distinctive features of government organizations, in particular their focus on public as well as private value, their situation in a political rather than a market environment, their almost exclusive capacity to use legal authority to achieve purposes, and the extent to which they often need to share power over personnel and resources with other public sector agencies. These and other factors complicated efforts to apply New Public Management and similar frameworks in strategy concepts in a governmental context. Partly also the traditional private-sector focus on single organizations did not resonate with the growth of network governance from the 1990s. The authors argue for an alternative model based primarily on the public value framework as a means of incorporating and going beyond traditional strategy thinking.

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“…Thus, public value management emphasizes the feasibility and value creation of individual actions. The core idea of adding value to the public domain by ensuring that policy objectives are met while improving the efficiency of the public policy process is consistent with the fundamental notion of this research (Pitts, 2007;Talbot, 2009). Public value management would effectively require any government to base its decisions on a priori forecasts of policy effectiveness, which is defined as the extent of change in the current situation in the direction of the policy target.…”

Section: Public Valuementioning

confidence: 94%

Relative performance of methods for forecasting special events

Νικολόπουλος

Litsa

Petropoulos

et al. 2015

Journal of Business Research

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Forecasting special events such as conflicts and epidemics is challenging because of their nature and the limited amount of historical information from which a reference base can be built. This study evaluates the performances of structured analogies, the Delphi method and interaction groups in forecasting the impact of such events. The empirical evidence reveals that the use of structured analogies leads to an average forecasting accuracy improvement of 8.4% compared to unaided judgment. This improvement in accuracy is greater when the use of structured analogies is accompanied by an increase in the level of expertise, the use of more analogies, the relevance of these analogies, and the introduction of pooling analogies through interaction within experts. Furthermore, the results from group judgmental forecasting approaches were very promising; the Delphi method and interaction groups improved accuracy by 27.0% and 54.4%, respectively.

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Public Value—The Next “Big Thing” in Public Management?

Cited by 87 publications

References 3 publications

Newcastle City Council and the grassroots: accountability and budgeting under austerity

Newcastle City Council and the grassroots: accountability and budgeting under austerity

Strategy in the Public and Private Sectors: Similarities, Differences and Changes

Relative performance of methods for forecasting special events

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