Public Value was introduced for the first time in the international scientific debate in the second half of the ’90s and then spread to Italy as well in the early 2000s. Recently, Public Value entered the Italian institutional language with the Guidelines of the Civil Service Department (2017), the National Anti-corruption Plan of the National Anti-Corruption Authority ANAC (2019), and the National Council for Economics and Labour (CNEL) Reports of 2019 and 2020.
It can be seen as the joint and balanced improvement of the external impacts (economic, social, environmental, health, etc.) of the diverse categories of users and stakeholders and of the internal impacts on the health of the resources available to those concerned with creating it. Every citizen may have their own idea of Public Value. It is in fact a “kaleidoscopic” concept, subject to change depending on who views it, as well as on the time and space in which it is observed.
To generate Public Value, and therefore wellbeing, for the citizens and users of today and tomorrow, Public Administrations should be able to provide services in an effective and efficient way, taking into account the quantity and quality of the resources available. To create wellbeing, it is necessary to finalise performance towards Public Value and limit the risks that could compromise or reduce it, starting with taking care of health (economic-financial, organisational, professional, gender-related, infrastructural, digital and informational, etc.) of the organisation’s resources. The process of creating Public Value also involves other players such as other PAs, private operators and non-profit organisations which, working in Supply chains or Networks, improve the citizens’ level of wellbeing.
The impacts generated by these players on the wellbeing of their users and stakeholders should be programmed, measured and evaluated by means of specific impact indicators. It therefore becomes essential to identify methods for measuring and representing the Public Value created, based on the following key methods:
- a) a Meta-indicator of Public Value (composite indicator), constructed as the result of a coordinated architecture of performance indicators to be incorporated into the means of programming, measuring and evaluating the PAs;
- b) a Public Value Scale, able to measure how much the administration is creating or consuming Public Value compared to the initial conditions.
This area also includes the topic of integrated programming aimed at creating and protecting Public Value, by means of the PIAO instrument (Integrated Activity and Organisation Plan)
Project ranked first in the competitive research call (Projects for a new Public Administration) promoted by the National School of Administration, on the topic of “Improving the results and quality of services”.
Partner: Scuola Nazionale dell’Amministrazione (SNA)
The Public Value Report is a new form of reporting that integrates the economic, social, environmental and health impacts created by the activities of an organisation, whether public or private, in relation to its internal and external stakeholders. The aim of the Public Value Report is to measure, evaluate and report the contribution made by an organisation to achieving the Sustainable Development Goals (SDGs) set in the 2030 Agenda and to creating Public Value.
Partner: Clara SpA
The Observatory of Public Value sets itself the objective of measuring the Public Value created by the various sectors and clusters of Public Administrations on the principles of the Public Value Pyramid Model, devised by Prof. Enrico Deidda Gagliardo. An initial experimentation phase of the Observatory was applied to the Local Authorities sector, in particular measuring the Public Value created by implementing the policies of the 14 Italian Metropolitan Cities.
Master PERF.ET sul miglioramento delle PERFormance degli Enti Territoriali e delle altre pubbliche amministrazioni per la creazione di Valore Pubblico
DURATA: 1 a.a. – Part Time
Master Bologna Business School in Public Management and Innovation
DURATA: 14 mesi - Part Time
Il ciclo del Performance Management: Performance Istituzionali, Organizzative e Individuali
DURATA: 50 ore
Il ciclo del Risk Management: trasparenza, anticorruzione e altri rischi
DURATA: 30 ore
Digital Talk – Il Valore Pubblico nell’epoca COVID 19
Organiser: FPA - FORUM PA
dalle ore 17:00 alle 18:00
PA in emergenza: “Chi aveva già investito in innovazione ha acquisito capacità di resilienza”.
Organiser: FPA – FORUM PA
dalle ore 10:00 alle 10:30
Diritto del bilancio e valutazione della performance. Dialoghi tra prospettive istituzionali, giuridiche ed economico-aziendali
Organiser: Master PERF.ET, MAPS – Sharing Knowledge
dalle ore 14:00 alle 18:00
Dipartimento di Giurisprudenza dell’Università degli Studi di Ferrara, Corso Ercole I d’Este, 37, Ferrara
Public Value Reporting
Enrico DEIDDA GAGLIARDO, Giorgia GOBBO, Riccardo IEVOLI, Luca PAPI, Annalaura FRANCESCONI
La sfida della public value governance nelle università
Enrico DEIDDA GAGLIARDO, Enrico BRACCI, Luca PAPI
Performance governance per la generazione di Valore Pubblico in sanità. Evidenze empiriche dalle aziende sanitarie dell’Emilia-Romagna
Luca PAPI, Riccardo IEVOLI, Giorgia GOBBO, Enrico DEIDDA GAGLIARDO, Lamberto MANZOLI
Un modello di governo del Valore Pubblico verso il Benessere Equo e lo Sviluppo Sostenibile
Un modello di integrazione tra Risk Management e Performance Management per la creazione di Valore Pubblico
Il Valore Pubblico quale volano per finalizzare le performance di filiera dei Ministeri verso il Benessere Equo e Sostenibile
Luca PAPI, Riccardo IEVOLI, Giorgia GOBBO, Enrico DEIDDA GAGLIARDO, Fabio BACCHINI
La qualità programmatica dei Ministeri. Evidenze empiriche dall’analisi dei Piani della Performance
Enrico DEIDDA GAGLIARDO, Luca PAPI, Giorgia GOBBO, Riccardo IEVOLI
Public value and public sector accounting research: a structured literature review
Enrico BRACCI, Luca PAPI, Michele BIGONI, Enrico DEIDDA GAGLIARDO, Hans-Jürgen BRUNS