ABSTRACT
This chapter presents research which assessed whether public value, the new paradigm for public sector reform proposed by Moore and Benington and Moore. It presents the development of a performance management system (PMS), based on the public value scorecard, offer an alternative to support third sector organizations (TSOs) so they can assume greater control over their purpose, demonstrate effectiveness and maintain independence. Mark Moore first developed the concept of public value as he was concerned that all too often public services were hitting the target but missing the point. Integral to Moores theory is a challenge to the prevalent performance management approaches that encourage compliance and managerial approaches rather than the entrepreneurial and innovative approaches needed to maximize the impact of public services. All the literature points to the fact that there has been little research on the application of PMS for UKs third sector.
