Measuring, managing and delivering value performance in the public sector

Roland Burgman and Goran Roos

International Journal of Learning and Intellectual Capital, 2004, vol. 1, issue 2, 132-149

Abstract: Government agencies almost always face the dilemma of delivering the best possible social outcomes for a given charter against the requirement either (and increasingly) to show evidence of prudent financial management and even, in not altogether rare instances, to make a profit. The framework and methodology presented provides a basis for Government agency decision-making that permits trade-offs to be considered and a range of "best" social outcomes and economic outcomes to be established. Social outcomes are considered using social value outcomes analysis while economic outcomes are considered using Economic Value Added (EVA) analysis. New decision-making concepts are used to bring the two decision dimensions together.

Keywords: performance measurement; public sector; EVA; CVH; intellectual capital; social good; economic good; trade-off; intangibles; economic value added analysis; government agencies; decision making. (search for similar items in EconPapers)
Date: 2004
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Citations: View citations in EconPapers (2)

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Persistent link: https://EconPapers.repec.org/RePEc:ids:ijlica:v:1:y:2004:i:2:p:132-149

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