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Research article
Richard Colbran
NSW Rural Doctors Network
Corresponding Author
ORCiD: https://orcid.org/0000-0002-0950-4358
License:
This work is licensed under a CC BY 4.0 License. Read Full License
Background
Non acute health charities form part of the global health services industry yet face concerns regarding performance and accountability. Organisational performance measurement (OPM) is enables performance however is under utilised in the non acute health charity sector. The Non-acute Health Charity Performance Implementation Framework (NCPI Framework) was developed to support OPM implementation in non acute health charities. The study goal was to assess whether NCPI Framework implementation could positively impact on the introduction of OPM to case study organisation. The hypothesis was that NCPI Framework implementation would positively impact on the introduction of OPM in a non acute health charity.
Methods
A convergent parallel design mixed methods case study evaluation was conducted of the twelve-month implementation of the NCPI Framework in a non acute health charity. Pre and post survey quantitative and qualitative techniques were used to assess the infrastructure and systems used to support the NCPI Framework’s program design and implementation in addition to participant perception of OPM usefulness. This study analysed quantitative data collected using identical pre and post Likert scales surveys. Response rates were 74% at pre and 64% at post data collection times. The valid percentage was used to exclude incomplete responses. Then, data were analysed using descriptive statistics such as modes, means and standard deviation. Wilcoxon Signed Rank Test was used to examine changes between pre and post data.
Results
Results support the hypothesis that the implementation of the NCPI Framework positively impacted on the introduction of organisational performance measurement in the case study organisation. The results were statistically significant and demonstrated positive change in implementation infrastructure and participant perception of OPM usefulness. Board members (59%) reported a lower level of change in positive perception of usefulness than staff (93%) and salaried clinical advisors (93%).
Conclusion
This is the first methodological evaluation of OPM implementation in the non acute health charity sector. Results suggest the NCPI Framework has potential to support the establishment of infrastructure, systems and participant engagement to enable OPM introduction in non acute health charities.
Keywords
Organisational performance measurement, implementation, non-acute, maintenance care, non-profit, charity
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This is a preprint. It has not completed peer review.
Research article
Richard Colbran
NSW Rural Doctors Network
Corresponding Author
ORCiD: https://orcid.org/0000-0002-0950-4358
Badges
Prescreen
This manuscript passed our Prescreen assessment
Complete author information
Appropriate declaration statements
Potential risks to human health
Prescreen
History
CURRENT STATUS: Posted
Version 1
Posted 18 May, 2020
No community comments so far
License:
This work is licensed under a CC BY 4.0 License. Read Full License
Background
Non acute health charities form part of the global health services industry yet face concerns regarding performance and accountability. Organisational performance measurement (OPM) is enables performance however is under utilised in the non acute health charity sector. The Non-acute Health Charity Performance Implementation Framework (NCPI Framework) was developed to support OPM implementation in non acute health charities. The study goal was to assess whether NCPI Framework implementation could positively impact on the introduction of OPM to case study organisation. The hypothesis was that NCPI Framework implementation would positively impact on the introduction of OPM in a non acute health charity.
Methods
A convergent parallel design mixed methods case study evaluation was conducted of the twelve-month implementation of the NCPI Framework in a non acute health charity. Pre and post survey quantitative and qualitative techniques were used to assess the infrastructure and systems used to support the NCPI Framework’s program design and implementation in addition to participant perception of OPM usefulness. This study analysed quantitative data collected using identical pre and post Likert scales surveys. Response rates were 74% at pre and 64% at post data collection times. The valid percentage was used to exclude incomplete responses. Then, data were analysed using descriptive statistics such as modes, means and standard deviation. Wilcoxon Signed Rank Test was used to examine changes between pre and post data.
Results
Results support the hypothesis that the implementation of the NCPI Framework positively impacted on the introduction of organisational performance measurement in the case study organisation. The results were statistically significant and demonstrated positive change in implementation infrastructure and participant perception of OPM usefulness. Board members (59%) reported a lower level of change in positive perception of usefulness than staff (93%) and salaried clinical advisors (93%).
Conclusion
This is the first methodological evaluation of OPM implementation in the non acute health charity sector. Results suggest the NCPI Framework has potential to support the establishment of infrastructure, systems and participant engagement to enable OPM introduction in non acute health charities.
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