A Framework to Implement Organisational Performance Measurement in Health Charities

Richard Colbran,Robyn Ramsden,Genevieve Pepin,Karen Stagnitti,John Toumbourou

doi:10.11648/j.jppa.20210501.13

Abstract

Organisational Performance Measurement (OPM) is a recognised management tool for business success, however it is under-reported and potentially under-utilised by non-acute health charities. This is the first study to recommend a set of methodological implementation factors for OPM in health charities that provide non-acute services. These factors consider the sector’s unique governance, stakeholder and service delivery requirements. A cutting and sorting thematic analysis of data extracted from eligible sources of a PRISMA systematic literature review was used to generate a set of implementation factors and operating elements for organisational performance measurement (OPM) in non-acute health charities. These were then compared to OPM implementation factors for-profit, government and other not-for-profit. The study found 30 operating elements categorised into five implementation factors for successful OPM implementation for health charities: 1) OPM Implementation Plan (9 elements); 2) Commitment (5 elements); 3) Organisation Understanding and Learning (8 elements); 4) Alignment, Integration and Resourcing (5 elements); and 5) Measures and Indicators (3 elements). These factors were packaged as the Framework for Non-Acute Health Charity Performance Implementation (NCPI Framework). The NCPI Framework may support the uptake of OPM within the sector. Case study evaluations of the NCPI Framework will now add value to its continued development.

Highlights

Organisations, whether they are for-profit, government or not-for-profit, exist to allow groups of associated people accomplish common goals [1]
To respond to the lack of a tailored Organisational performance measurement (OPM) implementation approach for non-acute health charities, this study aimed to identify the important factors for OPM implementation for that sector
Data suggesting barriers and success factors relating to OPM implementation in non-government organisations, charity organisations and not-for-profit healthcare organisations was extracted from non-fictional resource books and 20 peerreviewed journal articles

Summary

Introduction

Organisations, whether they are for-profit, government or not-for-profit, exist to allow groups of associated people accomplish common goals [1]. Organisational performance measurement (OPM) is the process of accounting and tracking an organisation’s level of performance [4, 5]. OPM has been demonstrated to be “essential to the survival and success of the modern business” [6]. OPM provides a foundation for governance by creating strategic clarity and coherence through evaluation, control, budgeting, motivating, promoting, celebrating, learning and improving [5]. There are many recognised OPM tools such as the Du Pont Model and Performance Prism the Balanced Scorecard designed by Kaplan and Norton [7] has prevailed as the most widely accepted system [8]

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Discussion

Conclusion