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Measuring, managing and delivering value performance in the public sector

Author

Listed:
  • Roland Burgman
  • Goran Roos

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.

Suggested Citation

  • Roland Burgman & Goran Roos, 2004. "Measuring, managing and delivering value performance in the public sector," International Journal of Learning and Intellectual Capital, Inderscience Enterprises Ltd, vol. 1(2), pages 132-149.
    • Handle: RePEc:ids:ijlica:v:1:y:2004:i:2:p:132-149
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    Cited by:

    1. Elena Shakina & Angel Barajas, 2013. "The Contribution of Intellectual Capital to Value Creation," Contemporary Economics, University of Economics and Human Sciences in Warsaw., vol. 7(4), December.

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