Guest editorial

Citation

Manville, G. and Greatbanks, R. (2010), "Guest editorial", International Journal of Productivity and Performance Management, Vol. 59 No. 6. https://doi.org/10.1108/ijppm.2010.07959faa.001

Guest editorial

Article Type: Guest editorial From: International Journal of Productivity and Performance Management, Volume 59, Issue 6

The charity and voluntary sector also known as the third sector or civil society has played an ever increasing role in public service delivery. The global economy is now feeling the effects of the financial crisis which is resulting in large government spending cuts in public services. In the Western world, we have become accustomed to high levels of public services and simply cutting them is not an option as the social unrest in Greece has shown. This may mean that alternative methods of public service delivery may be called upon to address the shortfall. Expanding the third sector which will also include social enterprises is tempting for many governments as the positives are compelling. However, it can be fraught with danger for the unwary.

The third sector is often referred to as an eclectic mix of trade associations, voluntary organisations, charities and social enterprises. It is certainly not a one size fits all and if we throw in multiple stakeholders and the reliance on a partial or full volunteer workforce, you begin to realise why it is often referred to as a loose and baggy monster.

This special edition is dedicated to performance measurement and performance management within the third sector. Throughout the last 20 years there has been an exponential rise in the body of knowledge through academic journals, practitioner journals and books on performance measurement. What started in the private sector has since been exported into the public sector through new public management and the final frontier is the third sector. Performance measurement and performance management is still in its infancy in this sector and if it is to successfully increase its role in public service delivery, then more research is needed in this vital area. This special edition provides an opportunity to disseminate research into this emerging sector from all around the world. The collection of papers includes research from New Zealand, the UK, Israel and Germany

The first paper, provided by A. Dawson explores a current measurement system within a team of a National UK third sector umbrella organisation and recommends a new set of ongoing changes to be implemented. This paper explores impact assessment as means of performance measurement and accountability.

The second paper by Dorothea Greiling considers the use and implementation in German third sector organisations of one of the most popular performance frameworks, the balanced scorecard. Her findings revealed that it is used as a measurement tool rather than a management tool and that there were challenges in tailoring it in a not for profit context.

The third paper by Rita S. Mano offers a view of marketing performance within Israel’s third sector organisations. The role of marketing and performance evaluations and its relationship with stakeholders is explored. The paper discusses marketing performance on different stakeholder groups such as funders and service users.

The fourth paper, offered by Richard Greatbanks, Graham Elkin and Graham Manville, takes a look at the efficacy of anecdotal performance reporting as a potential alternative to the much criticised use of financial audit based performance reporting and is based on a case study organisation in New Zealand. It calls for a more flexible approach in performance monitoring particularly with government funding bodies.

The final paper from Jessica McEwen, Mark Shoesmith and Richard Allen provides a reflective practice account of a well known third sector organisation, Barnardos. Barnados is one of the UK’s leading children’s charities and was established over one hundred and forty years ago. It turns over around £200 million per annum. This paper describes Barnardo’s performance measurement system and how it has implemented an outcomes-focused approach.

Whilst broad in terms of geographic location these papers all offer an insight into the specific nature and unique requirements of performance measurement within third sector organisations.

Graham Manville, Richard GreatbanksGuest Editors