The Public Value of Urban Parks

Looks at the traditional and emerging views on the mission of parks -- their value as open spaces and recreational facilities, innovative programs and partnerships -- as a demonstration of how parks can advance broader public policy objectives

Public value summary background paper

The Australian Centre of Excellence for Local Government (ACELG) at UTS has published a background paper about understanding and promoting public value creation within Australian local government. The paper provides a definition of public value and public value creation from key literature, and links this with current practice within the sector. The Public Value project is a partnership between the Local Government Business Excellence Network (LGBEN) and ACELG and explores how councils create public value in a broad sense – or ‘the common good’ – and deliver this value specifically through planning and managing and delivering a wide range of services, programs and projects. A final phase of the project will provide examples of public value so frameworks and tools can be developed for councils looking at undertaking continual improvement initiatives

Evaluating the public value of social innovation

Services that were traditionally delivered by the public sector are now proving difficult for the state to afford due to economic and socio-political challenges faced by society. In this context, social innovation plays an important role as it encourages civil society, private, public and third sector organisations to work together to find alternative ways of delivering services. This paper evaluates the influence of social innovation in creating public value through services offered to the community at both local and national levels in the UK. Three diverse cases are used from the UK context and analysed through a public value lens to examine the role of community, private, public and third sector organisations in driving social innovation. The findings highlight how social innovation contributes to addressing civil society needs while simultaneously contributing to the political and economic agendas of a country and the exploitation of science for the benefit of communities

IDENTIFYING THE PUBLIC VALUE IN EXTENSION PROGRAMS

Government budget crises have compelled state Extension Services to defend their receipt of state and county funding. A key to that defense is persuading citizens and policymakers of Extension's "public value": the benefit from Extension programs to those who are not directly served. This paper uses the principles of public sector economics to help formulate that defense and describes how Extension staff have applied economic principles to identify the public value in their own programs. The approach, developed into a workshop for program teams, serves to both sustain programs that have strong public value and identify programs that do not.Teaching/Communication/Extension/Profession,

IDENTIFYING THE PUBLIC VALUE IN EXTENSION PROGRAMS

Government budget crises have compelled state Extension Services to defend their receipt of state and county funding. A key to that defense is persuading citizens and policymakers of Extension's "public value": the benefit from Extension programs to those who are not directly served. This paper uses the principles of public sector economics to help formulate that defense and describes how Extension staff have applied economic principles to identify the public value in their own programs. The approach, developed into a workshop for program teams, serves to both sustain programs that have strong public value and identify programs that do not.Teaching/Communication/Extension/Profession,

Towards a multi-actor theory of public value co-creation

This essay suggests changes to the theory of public value and, in particular, the strategic triangle framework, in order to adapt it to an emerging world where policy makers and managers in the public, private, voluntary and informal community sectors have to somehow separately and jointly create public value. One set of possible changes concerns what might be in the centre of the strategic triangle besides the public manager. Additional suggestions are made concerning how multiple actors, levels, arenas and/or spheres of action, and logics might be accommodated. Finally, possibilities are outlined for how the strategic triangle might be adapted to complex policy fields in which there are multiple, often conflicting organizations, interests and agendas. In other words, how might politics be more explicitly accommodated. The essay concludes with a number of research suggestions

Creating public value in the policy advice role

"As a public servant I live with the tension captured in Richard Mulgan’s question: ‘How much responsiveness is too much or too little?’ (Mulgan, 2008). On the one hand, my job is to be responsive to portfolio ministers and to the prime minister and Cabinet. On the other hand, Westminster conventions of public service imply that I ought not to become over-responsive and merely reactive. The role of a permanent, politically neutral civil service is to be loyal to the government of the day, yet with sufficient independence, knowledge, expertise and experience to influence and shape government priorities and policies, not only to implement these. In this article I explore Mark Moore’s public value approach as a possible theoretical framework to help manage this tension in ways that are creative, rather than frustrating and destructive. I offer it as a personal reflection ‘from the front line’, as a stimulus to more systematic development of public value theory in relation to the policy advice role in New Zealand." • Dr David Bromell is a Principal Advisor and acting Chief Policy Advisor in the Ministry of Social Development. He lectures in the School of Government, Victoria University of Wellington, and is a Senior Associate of the Institute for Governance and Policy Studies. This article was first published in Policy Quarterly – Volume 8, Issue 4 – November 201

Unterhaltungsqualität und Public Value

Gebühren finanzierte TV Sender haben die Aufgabe Public Value zu schaffen. In der Regel umfasst der Leistungsauftrag dabei sowohl Information und Bildung als auch Unterhaltung. Während sich für informierende und bildende Inhalte relativ leicht feststellen lässt, worin der Nutzen für die Öffentlichkeit besteht, ist dies für die Unterhaltung weniger eindeutig. An dieser Stelle setzt der Beitrag an. Es wird argumentiert, dass der Public Value von Unterhaltung von der Qualität der Unterhaltung abhängt. Hierfür muss zunächst geklärt werden, an welchen Kriterien sich die Qualität von Unterhaltung festmachen lässt. Die Qualität stellt sich vielschichtig dar, es müssen unterschiedliche Perspektiven z.B. von Rezipienten, Produzenten und Regulierern berücksichtigt werden. Auf Basis einer Messung von Qualität wird in einen zweiten Schritt diskutiert, welche Unterhaltungsangebote einen Public Value aufweisen und welchen dieser fehlt, so dass sie nicht zu den Aufgaben eines Service Public Senders zu zählen sind. Dabei zeigt sich, dass eine absolute Bewertung nicht gerechtfertigt ist, sondern jeweils die Kontextbedingungen eines Medienmarkts berücksichtigt werden müssen. Anhand von konkreten Unterhaltungsangeboten von europäischen Service Public Anbietern wird die Messung von Qualität illustriert und mit den Kontextbedingungen in Bezug gesetzt