Public Value e Performance Management negli Enti Locali

This work analyses the pursuit of Public Value in Italian public administrations, focusing on the evolution of Performance Management. The introduction establishes the context, highlighting the shift from traditional bureaucratic approaches to the New Public Management (NPM) model and its subsequent critiques. The study then delves into the Italian context, examining the adoption of NPM and its limitations, including the challenges of integrating performance management with financial planning and the need to address issues of accountability and transparency. The research methodology, a systematic literature review, is described, followed by a detailed analysis of different Public Value models. These include Moore's Public Value, Bozeman's Public Values, Meynhardt’s strategic approach, and Borgonovi’s multidimensional perspective. The role of stakeholder participation and the risks of value destruction are explored, drawing on relevant literature and highlighting the complexities of measuring intangible values and ensuring citizen involvement. The findings of SLR focuses on four main elements related to Public Value and Performance Management: 1. Accountability of Public Value: This section examines the methods and processes for accounting for Public Value, moving beyond traditional financial measures to encompass broader social and environmental considerations. It addresses the challenges of defining and measuring Public Value in a way that is both meaningful and practically applicable. 2. Measurement of Public Value: This part delves into the diverse approaches and tools used to measure Public Value, acknowledging the complexities of quantifying intangible aspects alongside traditional financial metrics. The limitations of existing systems and the need for more holistic and participatory methodologies are discussed. 3. Stakeholder Participation: This section highlights the significance of involving citizens and other stakeholders in the creation and evaluation of Public Value. It explores different models and techniques for participation, emphasizing the importance of open communication, transparency, and accountability in fostering meaningful engagement. 4. Risks of Value Destruction: Finally, this element analyzes the factors that can lead to the erosion or destruction of Public Value, such as corruption, poor management, and a lack of responsiveness to citizen needs. The importance of risk mitigation strategies and safeguards to protect Public Value is emphasized. A case study of Taranto, Italy examines the alignment of programmatic documents with Public Value creation. The analysis explores the consistency of budgeting with strategic objectives, the use of qualitative and quantitative indicators for outcome measurement, the involvement of citizens and stakeholders in decision-making processes, and the implementation of measures to prevent value destruction. The findings indicate that while the municipality of Taranto displays strong intentions towards Public Value creation, the practical implementation remains limited due to prevailing bureaucratic influences and obstacles to complete integration across different aspects of governance and planning. Recommendations for improvement are offered, emphasizing the need for greater stakeholder engagement, clearer integration of financial and performance objectives, and stronger systems for measuring intangible values. The conclusion reiterates the ongoing evolution of Public Value discourse and the need for adaptive and responsive governance mechanisms in increasingly complex environments.