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Abstract

Peer review is used widely in the United Kingdom as a means of engendering performance improvement in the statutory sector and is being used increasingly to address the needs of specific networks of third-sector organizations. The project on which this article is based sought to develop a peer review model that could be applied by any third-sector organization to improve performance. The article reviews existing initiatives and details elements of models that the research sought to replicate. It describes the approach taken to develop the model, including details of three pilots, and summarizes the associated guidance. Finally, it incorporates a commentary on some of the opportunities and challenges presented by the model as a means of securing continued performance improvement by third-sector organizations.