The manager’s voice on the value of community recreation centres

Purpose/rationale: We explore how managers of community recreation centres (CRCs) based in Victoria, Australia, measure the value of their operations and to what extent they work with financial value outputs and public value outcome measurements. Design/methodology/approach: A multiple case study design was used to gain insights from respondents, including seven CRC managers and three council leisure officers, via semi-structured interviews. We use theories with a focus on economic outputs (new public management theory) and on wider community outcomes (public value theory). These theories were used to guide the qualitative analysis. A convenience sample gained insights from ten managers in three geographical settings. Findings: Most CRC performance indicators relate to financial value outputs and reflect the impact of new public management. CRC managers are aware of the value of assessing public value outcomes, but they have limited understanding of how to assess public value outcomes. Research contribution: We found that the “voice of the managers” provided insights from those responsible for CRC management. The analysis provides insights to support and guide CRC value assessments. The research also reinforces the impact of new public management and public value theories in leisure settings. Originality value: The research article combines theoretical insights with empirical findings to shed light on the complexities of managing CRCs.