Comparar métodos
Revisa los métodos seleccionados uno junto a otro; las filas que difieren aparecen resaltadas.
| Public Value Measurement× | Government Performance Dashboard× | |
|---|---|---|
| Campo | Public Administration | Public Administration |
| Familia | Process / pipeline | Process / pipeline |
| Año de origen≠ | 1995 | 2003 |
| Autor original≠ | Mark H. Moore | Robert D. Behn; CompStat / CitiStat tradition |
| Tipo≠ | Strategic public management framework | Performance monitoring and management routine |
| Fuente seminal≠ | Moore, M. H. (1995). Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press. ISBN: 9780674175587 | Behn, R. D. (2003). Why Measure Performance? Different Purposes Require Different Measures. Public Administration Review, 63(5), 586–606. DOI ↗ |
| Alias | Public Value Assessment, Public Value Accounting, Strategic Triangle Analysis, Public Value Scorecard | Public Performance Dashboard, Government Stat System, Performance Stat Dashboard, Agency Performance Dashboard |
| Relacionados | 4 | 4 |
| Resumen≠ | 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. | A government performance dashboard is a visual, regularly updated display of an agency's key performance indicators against targets, designed to make results visible at a glance and to drive a disciplined cycle of review and action. The dashboard is rarely an end in itself: its power comes from the management routine around it — the CompStat and CitiStat 'stat' tradition of frequent, data-driven accountability meetings pioneered in New York policing and Baltimore city government. Robert Behn's work on why and how governments measure performance underpins the discipline, and national platforms such as the U.S. performance.gov institutionalise public dashboards of agency priority goals. |
| ScholarGateConjunto de datos ↗ |
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