手法を比較

	Program Budgeting (PPBS)	Public Value Measurement
分野	Public Administration	Public Administration
系統	Process / pipeline	Process / pipeline
提唱年	1965	1995
提唱者	David Novick & RAND Corporation; Allen Schick	Mark H. Moore
種類	Budgeting and planning system	Strategic public management framework
原典	Schick, A. (1966). The Road to PPB: The Stages of Budget Reform. Public Administration Review, 26(4), 243–258.	Moore, M. H. (1995). Creating Public Value: Strategic Management in Government. Cambridge, MA: Harvard University Press. ISBN: 9780674175587
別名	PPBS, Planning-Programming-Budgeting System, Program Budgeting, Programme Budgeting	Public Value Assessment, Public Value Accounting, Strategic Triangle Analysis, Public Value Scorecard
関連	4	4
概要	Program budgeting, formalised as the Planning-Programming-Budgeting System (PPBS), structures the budget around the government's objectives and the programs that serve them rather than around organisational units or input line items. It couples that program structure with systematic analysis of alternative ways to achieve each objective, multi-year cost projections, and cost-effectiveness comparison. Developed at the RAND Corporation and set out in David Novick's 1965 edited volume, it was adopted across the U.S. federal government under Defense Secretary Robert McNamara and President Johnson. Allen Schick's 1966 essay 'The Road to PPB' placed it as the culmination of budgeting's evolution toward a planning orientation.	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.