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Can we argue against it? Performance management and state funding of voluntary organizations in the UK

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  • Rod Dacombe

Abstract

This article examines the implications of recent changes in public management practice for the ways in which voluntary sector performance is understood and measured, focusing in particular on voluntary organizations which are funded by the public sector to provide services. Drawing on a review of existing literature and empirical work, and an analysis of government policy, the article raises a number of problems resulting from the changing policy environment for voluntary organizations working in partnership with the state.

Suggested Citation

  • Rod Dacombe, 2011. "Can we argue against it? Performance management and state funding of voluntary organizations in the UK," Public Money & Management, Taylor & Francis Journals, vol. 31(3), pages 159-166, May.
    • Handle: RePEc:taf:pubmmg:v:31:y:2011:i:3:p:159-166
    DOI: 10.1080/09540962.2011.573224
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    Cited by:

    1. Mourey Damien & Eynaud Philippe & Cordery Carolyn, 2013. "The Impact of Governmental Policy on the Effective Operation of CSOs: A French Case Study," Nonprofit Policy Forum, De Gruyter, vol. 5(1), pages 169-193, December.
    2. Ralph Kober & Janet Lee & Juliana Ng, 2021. "Australian not‐for‐profit sector views on the conceptual framework, accounting standards and accounting information," Accounting and Finance, Accounting and Finance Association of Australia and New Zealand, vol. 61(1), pages 1105-1138, March.
    3. Conaty, Frank & Robbins, Geraldine, 2021. "A stakeholder salience perspective on performance and management control systems in non-profit organisations," CRITICAL PERSPECTIVES ON ACCOUNTING, Elsevier, vol. 80(C).

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