Operationalising performance measurement dimensions for the Australasian nonprofit healthcare sector

Abstract

Purpose The purpose of this paper is to develop a performance measurement (PM) framework for Australasian nonprofit organisations (NPOs) involved in healthcare, and operational descriptions for each PM dimension within this framework. Design/methodology/approach Literature relating to the balanced scorecard and other PM frameworks was examined to develop an initial conceptual model, and this model was substantially improved by collecting qualitative data from nine Australian and New Zealand healthcare NPOs using a case study approach. Findings The study identifies nine causally related PM dimensions: mission, strategy, organisational capabilities, infrastructure and people development (people and information), financial health, processes, and stakeholder satisfaction (clients, people, and donors). The study also recognised that “Mission” and “Strategy” should be PM dimensions and that healthcare NPOs should focus on satisfying its people, not only donors and clients. Additionally, 41 operational descriptions are developed for each of these dimensions and can enable detailed PM items to be derived by organisations. Originality/value The study is the first study that has been undertaken to develop a PM framework for the Australasian NPOs to a level that it can be readily used by the practitioners (following customisation to their own specific context). The developed model also serves as a basis for future quantitative academic research aimed at testing and empirical validation of the conceptual model.

A SBM-DEA based performance evaluation and optimization for social organizations participating in community and home-based elderly care services

“…Performance management, which is defined as a closed loop control system that deploys policy and strategy, and obtains feedback from various levels to manage the performance of the system [ 38 ], has been widely adopted by a wide range of industries [ 4 , 39 ]. All organizations exist with high-level performance [ 40 ]. As such, performance management is positively related to strategic performance of organizations [ 41 ].…”

Action Implementation Model for Organisational Performance Measurement in Non-Acute Health Charities

“…The MAIM measurement domains are important as measurement of performance is not possible without reference points to assess success (Boateng et al, 2016;Soysa et al, 2016;Colbran et al, 2017). Identi cation of organisational performance measures and indicators is therefore one of the major considerations necessary in OPM strategy (Zimmerman, 2009;Smith et al, 2008).…”

“…As described by , non-acute health charities form part of the broader global health industry and provide a range of non-hospital and maintenance care services across many health and wellbeing disciplines. They are known to be growing in relevance and importance as they relieve governments and for-pro t providers of workload and often complement other non-charity social services such as education, disability, mental health, aged care, rehabilitation, justice and welfare Soysa et al, 2016;Mueller, 2007). Such organisations are well-known in the United Kingdom, United States of America, Canada, and New Zealand and many other developed and developing countries (Soysa et al, 2016;Hardwick et al, 2015).…”

“…They are known to be growing in relevance and importance as they relieve governments and for-pro t providers of workload and often complement other non-charity social services such as education, disability, mental health, aged care, rehabilitation, justice and welfare Soysa et al, 2016;Mueller, 2007). Such organisations are well-known in the United Kingdom, United States of America, Canada, and New Zealand and many other developed and developing countries (Soysa et al, 2016;Hardwick et al, 2015). In the Australian example, the sector has an estimated combined annual turnover in excess of $3 billion Cortis et al, 2015).…”

“…The complex multidimensional nature of NFPs delivering healthcare services (Boateng et al, 2015;Grigoroudis et al, 2012) has led many researchers to consider the role of NFP business implementation models, particularly as OPM implementation requires adaptability and exibility to take into account the speci cities of individual sectors and organisations (Gomes & Romao, 2019;Bititci, 2015). Research has shown that replicating OPM measures or OPM implementation strategies does not guarantee success and at this point neither a generalisable OPM framework for NFPs, nor a speci c model for non-acute health charities, exists (Gomes & Romao, 2019;Soysa et al, 2016;Bisbe & Barrubes, 2012;.…”