1. Public Value
Theory & Practice
by Bennington and Moore
October, 2013
Authors: Biz Clarkson
Katrin Ehnert
Olga Javits
Maria Kabakova
Jaana Pasonen
Paula Soares
Maria Zinn
Media Policy & Theory for Managers
Professor Gregory Lowe
University of Tampere

2. Agenda

3. Agenda
1.………………………...Summary chapter 2 & 13
2.…………………………………….Graphic model
3.……………….....................Evaluation variables
4. ………………………….Measurement methods
5. ……………………...Limitations and challenges
6. ………………………………………..Conclusion

4. Summary – Ch. 2 & 13

5. Public Value Creation through
Networked Management
Public value is created within the public sphere.
Public sphere means:
Collective concerns:
Values
Places
Rules
Organizations
Knowledge
…democratic space, which includes…the state within
which citizens address their collective concerns
J. Bennington (p. 31)
Source: Public Value Theory and Practice 2010

6. Reformulation of public value in a
deliberative process
1) What the public values
2) What adds value to the public sphere
Public value is about
Source: Public Value Theory and Practice 2010
From producer-approach to consumer led public service models
What the public needs, wants, desires
Client or public
satisfaction has
to be considered
There have to be
trade-offs by the
public
BUT

7. Effective demand and effective supply
Source: Public Value Theory and Practice 2010
EFFECTIVE DEMAND
Willingness to “pay” the
opportunity costs by:
 Monetary
(paying taxes, charges)
 Granting regulating
powers to the state
(i.e. for security)
 Disclosing of private
information
(for more
personalised services)
EFFECTIVE SUPPLY
Capacity to provide public
value in forms of:
 Services
(roads, hospitals)
 Outcomes
(lower crime or
prisoner rates)
 TRUST
The work of
government is seen as
just and fair

8. Source: Public Value Theory and Practice 2010
Traditional Public Administration
Governance through hierarchies
New Public Management
Governance through markets
New Model
Networked Community Governance
PEOPLE
Civil Society

9. Networked Community Governance (NCG)
Source: Public Value Theory and Practice 2010
1- From state and markets to civil society
2- From regulation by exit/voice to regulation by trust
and loyalty
3- From coordination by hierarchies/markets to
coordination through networks

10. Benefits of NCG
Source: Public Value Theory and Practice 2010
Political Letigimation
Greater range of
conflicting/competing
interests to governance and
management agenda
Economic Innovation
Greater scope for sharing
risks and rewards
Social problem-solving
Better opportunities to face
cross-cutting social problems

11. Graphic model

12. Networked
Community
Governance
Governance through
hierarchies/markets
Civil Society
Consumer
Citizen People
Public Sphere
Market
State
What adds
value to the
public sphere?
What the
public
Values?
Dialogue
Effective
SUPPLY
Capacity to
provide a
service,
outcome, trust
Effective
DEMAND
Willingness to
[pay] the
opportunity
costs
Producer-led model Consumer-led model

13. Evaluating public
value of media
companies

14. Variables to evaluate public value (PV)
Public value outcomes of
media can be analysed in
terms of:
Economic, cultural, social,
educational, political and
ecological value added to the
public sphere.
To define objectives & inform
program and content
strategies:
Need to understand what the
public values & and what is seen
as a contribution to the public
sphere through proactive
engagement of the public
.
To create public value, media companies need to
think beyond private & individual supply and demand
and consider wider societal goals.
Source: (Collins, 2007; Thompson, 2006)

15. Variables to evaluate public value (PV)
• Generation of economic activity, enterprise and
employment, supporting local economies
•Social cohesion, social relationships and cultural
identity
• Protecting and promoting diversities of culture
→ Media are agents of social reproduction, content
reflects values and norms, and consumption
shapes them
Economic
value
Social,
cultural and
community
value
Source: (Thompson, 2006; Bennington & Moore, 2011; Freedman, 2008)

16. Variables to evaluate public value (PV)
• Formal and informal educational opportunity
• Equip public with knowledge, skills and capability
to act as informed citizens
•Providing trusted/impartial news and information
that help/encourage citizens engagement
• Stimulating democratic dialogue and active public
participation
Educational
Value
Political
Value
Ecological
value
• Promote sustainable development and reduce
negative public behaviour
Source: (Thompson, 2006; Bennington & Moore, 2011; Freedman, 2008)

17. Measuring public value in media
Civil society involvement:
 continuous and proactive
dialogue & engagement with
audiences, citizens,
communities and other public
stakeholders.
To understand public value
 Consider what the public
wants right now
 Evaluate the wider/long term
impacts of the content offered
.
Media companies need to define precise objectives with a
focus on delivering long term public purposes.
 Be clear on the public value outcomes that you want to achieve!
 Public value should be based on long term outcomes, while taking into
account short term needs and wants.
Define a set of standards/criteria by which added public value
can be measured accurately and reliably
Source: (Hills & Sullivan, 2013; Thompson, 2006; Collins, 2007)

18. BBC’s Performance Measurement
Framework
The BBC developed a new approach to performance management
with a range of techniques to identify key drivers of public value.
 Reach
 Quality
 Impact
 Value for Money
Criteria for measurement
include:
1. Content and programme specific
outcome measures
2. Broader outcome and impact
measures
3. Effectiveness & efficiency
measures
The BBC establishes
public value through:
Sources: (BBC, 2004; Thompson, 2006; Collins, 2007)

19. Measurement
methods

20. RQIV CRITERIA FOR MEASURING PV
• How many people do we reach, how
many people have access in a given
territory
Reach
Sources: (BBC, 2004; Thompson, 2006; Collins, 2007)
Metrics for Reach
1. Share of audience / Weekly Reach
2. Reach of online services
3. Number of online unique users
4. Volume of online Live Streaming & On-Demand uses
5. Reach of underserved audiences
6. Reach of new platforms (mobile, web, digital TV, etc)

21. RQIV CRITERIA FOR MEASURING PV
• Direct feedback about the perceptions
of quality judged by individuals, citizens
and experts
Quality
Sources: (BBC, 2004; Thompson, 2006; Collins, 2007)
Metrics for Quality
1. Overall approval of services offered
2. Appreciation Index
3. Perceptions of quality
4. Perceptions of innovation
5. Awards (industry recognition)

22. RQIV CRITERIA FOR MEASURING PV
• Assessing effects of content based on
audience usage and in support of long-
term public value outcomes
Impact
Sources: (BBC, 2004; Thompson, 2006; Collins, 2007)
Metrics for Impact
1. Perceptions of challenging and engaging
2. Perceptions of trust and transparency
3. Perceptions of meeting defined purposes/public value
outcomes
4. Impact beyond broadcasting
5. Impact of diversity on society

23. RQIV CRITERIA FOR MEASURING PV
• Measure of cost efficiency and
effectiveness in delivering public value,
and perceived monetary value
Value for Money
Metrics for Value for Money
1. Cost per user hour
2. Cost per unique user
3. Perceptions of value for money
4. Willingness to pay from an individual perspective
(market satisfaction & demand)
5. Willingness to pay from a citizen perspective
(adding to public interest)
Sources: (BBC, 2004; Thompson, 2006; Collins, 2007)

24. Measuring public opinion
SATISFACTION
SURVEYS
COMPLAINTS &
SUGGESTION
SCHEMES
AUDIENCE &
MARKET
RESEARCH
FOCUS
GROUPS
ATTITUDINAL
SURVEYS &
OPINION
POLLING
PUBLIC FORUMS
&
CONSULTATION
Q&A
SESSIONS
Sources: (Hills & Sullivan, 2013)
Data from these sources needs to be continuously available and should
inform programming and resource allocation decisions.

25. Limitations and
challenges

26. Source: Public Value Theory and Practice 2010
• Networked and multilevel society characterized by instability
and inconstancy
• Coordinating different stakeholders behind common goals
 How to lead/steer all actors?
 How to sustain clear strategic decisions?
 Who is accountable? (Different stakeholders with different
mandates)
• It is not easy to measure the value of social, cultural,
ecological and other intangible benefits
• The measurement of public value often depends upon
subjective judgements about the quality, impact and value for
money
• Who is to judge whether society’s interests are served or not
sufficiently?
Limitations and challenges

27. Conclusion

28. References
•BBC (2004), "Building public value: Renewing the BBC for a digital world",
British Broadcasting Company (Online) Available at:
http://downloads.bbc.co.uk/aboutthebbc/policies/pdf/bpv.pdf [Accessed 21
September 2013]
••
Benington, J. and Moore, M (2011), Public Value: Theory & Practice, 1st Edition,
Hampshire: Palgrave Macmillan
••
Collins, R. (2007), "Public Value and the BBC”, The Work Foundation (Online)
Available
at:http://www.theworkfoundation.com/downloadpublication/report/174_174_publicval
ue_bbc.pdf [Accessed 21 September 2013]
••
Freedman, D. (2008), The Politics of Media Policy, 1st Edition, Cambridge: Polity
Press
••
Hills, D. and Sullivan, F. (2013), "Measuring public value 2: Practical
approaches", The Work Foundation (Online) Available at: http://tavinstitute.org/wp-
content/uploads/2013/03/Tavistock_Projects_A-Think-Piece-on-Measurement-of-
Public-Value.pdf [Accessed 21 September 2013]
••
Thompson, M. (2006), "The Smith Institute Media Lecture Delivering public
value: The BBC and public sector reform.", New Statesman; Supplement, p1-14