方法对比

	Public Value Measurement	Government Performance Measurement
领域	Public Administration	Public Administration
方法族	Process / pipeline	Process / pipeline
起源年份	1995	2003
提出者	Mark H. Moore	Robert D. Behn & Harry P. Hatry
类型	Strategic public management framework	Performance management framework
开创性文献	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.
别名	Public Value Assessment, Public Value Accounting, Strategic Triangle Analysis, Public Value Scorecard	Public Sector Performance Measurement, Government Performance Management, Public Performance Metrics, Agency Performance Measurement
相关	4	4
摘要	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.	Government performance measurement is the systematic, ongoing collection of quantitative and qualitative indicators about what public agencies put in, do, and achieve. Rather than treating measurement as a single number that grades an agency, the discipline — crystallised by Robert Behn's argument that different managerial purposes require different measures — asks first what a measure is for: evaluating, controlling, budgeting, motivating, promoting, celebrating, learning or improving. It draws heavily on Harry Hatry's practical handbook tradition of distinguishing inputs, outputs and outcomes and building measurement into routine operations. The output is not a verdict but a feedback system that ties day-to-day activity to public results.