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	Balanced Scorecard for Public Sector	Public Value Measurement
Field	Public Administration	Public Administration
Family	Process / pipeline	Process / pipeline
Year of origin	1992	1995
Originator	Robert S. Kaplan & David P. Norton	Mark H. Moore
Type	Strategic performance management framework	Strategic public management framework
Seminal source	Kaplan, R. S., & Norton, D. P. (1992). The Balanced Scorecard—Measures That Drive Performance. Harvard Business Review, 70(1), 71–79.	Moore, M. H. (1995). Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press. ISBN: 9780674175587
Aliases	Public Sector Balanced Scorecard, Government Balanced Scorecard, Public BSC, Strategy-Linked Scorecard	Public Value Assessment, Public Value Accounting, Strategic Triangle Analysis, Public Value Scorecard
Related	4	4
Summary	The Balanced Scorecard is a strategic management framework that translates an organisation's mission and strategy into a coherent set of performance measures spread across multiple perspectives, so that managers see the business from more than the financial angle alone. Introduced by Robert Kaplan and David Norton in their 1992 Harvard Business Review article and expanded in their 1996 book, it was conceived for firms but has been widely adapted to government and non-profit settings. In the public-sector adaptation the perspectives are reordered: the mission and the citizen or stakeholder outcome sit at the top, while financial resources become an enabling constraint rather than the ultimate goal.	Public value measurement assesses the worth that government action creates for citizens and society, going beyond financial efficiency or narrow output counts to capture outcomes, equity, trust and the quality of public life. It is grounded in Mark Moore's 1995 framework Creating Public Value, which argues that public managers should pursue value much as private managers pursue shareholder value, but judged against a 'strategic triangle' of substantive value, political legitimacy and support, and operational capacity. Measuring public value therefore means evidencing all three corners — what was achieved, whether it commands authorising support, and whether the organisation can deliver it — rather than any single bottom line.