How is public value created? What is public value and how can it be quantified? This is a thesis about public value, about what it is and how we can determine if is generated, if it is possible to measure public value creation, and about if such measures can provide relevant information for decision makers, taxpayers and professionals. In the 90s 'New Public Management' meant a new approach to the assessment of performance in the public sector in Denmark. There is now a much greater focus than previously on assessing the public sector relative to what can be measured and weighed. Today performance measurements are used in every sectors from teaching to hospital treatment, and often attempted to illustrate value created in the in the public sector. To answer the above mentioned questions, the thesis attempts to define what public value in general is. Next, the thesis turns to the concept of performance measurement and the criticism on how these are used in the public sector today. This critique is primarily aimed at the conclusions obtained from data, which data cannot sustain, and that enormous resources are used to collect data and finally on the fact, that performance measurements causes unintended incentives, which are being ignored at large. Eight criteria for good performance measurement are set out. These criteria are employed to assess three cases and their usefulness in relation to visualising public value and their managerial and professional relevance. The conclusion in this thesis is, that it is possible to develop performance measurements for the public hospital sector, which can be used to illustrate public value creation to the taxpayers, while also being managerial and academically relevant, but it is far more complicated than the way it is carried out today. It is necessary to make a wide range of considerations before obtaining data. It is crucial for the visibility of public value that the measurements actually can deliver the information they promise, and that these are relevant or comprehendible to the taxpayers. Should the measurements at the same time be relevant to management and employees, it is necessary to involve their professional expertise in the setting of objectives and simultaneously set up measures that can support the collection of data in order to minimise the risk of gaming and unintended incentives.
|Educations||Master of Public Governance, (Executive Master Programme) Final Thesis|
|Number of pages||124|