The BBC and Public Value
Workaround: In current version of Panels 3.8, it seems this body field needs to be populated in order for title above to appear. This note is hidden by custom CSS style. Jack Latimer.
The paper identifies the roots of ‘public value’ management in the work of the American scholar Mark Moore, describes its mediation to the UK by Kelly and Muers, Hewison and Holden and others and its adoption by the BBC as a regulatory as well as a management doctrine. The author proposes that the BBC’s adoption of public value doctrine responds to critique of the BBC’s divergence from public service principles in its broadcasting practice and to the challenges of the contemporaneous review of the BBC’s Charter. The paper describes the Work Foundation’s public value model of authorisation, creation and measurement of public value and its application to the BBC. It evaluates the concepts of coproduction and contestation (derived from Mark Moore) and reach, impact, quality and value for money (the four public value ‘drivers’ adopted by the BBC) and considers Hirschman’s ‘exit, voice and loyalty’ model of institutional responsiveness to users and the applicability of the concepts ‘consumer’, ‘citizen’ and ‘social capital’ to the BBC’s public value doctrine and practice. The paper concludes that the Moorean core concepts ‘co-production’ and ‘contestation’ are of limited applicability to the BBC and that the BBC’s distinctive status and scale may limit the relevance of its pathbreaking implementation of public value management to other parts of the UK’s public cultural sector.
Keywords: BBC, public value, co-production, contestation, UK public cultural sector, Work Foundation, Hirschman, four drivers – reach, impact, quality, value for money.2006619