TY  - JOUR
AB  - Purpose Using the BSC as the starting point, the purpose of this paper is to present a theory on nonprofit performance management and describes how an overall performance index (OPI) was empirically developed to assess the strategic performance of a nonprofit organisation (NPO).Design/methodology/approach A conceptual model was developed from the literature. This was refined into a testable theoretical model using case studies. Thereafter, the theoretical model and an accompanying measurement model on OPI were validated using quantitative data (n=223) collected from a sample of healthcare NPOs in Australasia.Findings The measurement model was found to be a good fit to data. The model parameters (weights) pertaining to the OPI represent six PM dimensions (Mission; Strategy; Organisational Capabilities, Infrastructure and People Development; Financial Health; Processes; and Stakeholder Satisfaction) and 13 sub-dimensions. These parameters provide a tenable scoring system to assess the strategic performance of a NPO.Research limitations/implications The parameters (hence the scoring system) were estimated from data collected from a particular sector (healthcare) and a region (Australasia).Practical implications The findings can be used for comparative benchmarking (e.g. by managers and major donors) of NPOs, better governance and to initiate major performance improvement initiatives.Originality/value This study is the first empirical study that has been undertaken to develop an OPI for NPOs. The findings can be readily used by the practitioners.
VL  - 25
IS  - 9
SN  - 1463-5771
DO  - 10.1108/BIJ-02-2017-0026
UR  - https://doi.org/10.1108/BIJ-02-2017-0026
AU  - Soysa Ishani Buddika
AU  - Jayamaha Nihal Palitha
AU  - Grigg Nigel Peter
PY  - 2018
Y1  - 2018/01/01
TI  - Developing a strategic performance scoring system for healthcare nonprofit organisations
T2  - Benchmarking: An International Journal
PB  - Emerald Publishing Limited
SP  - 3654
EP  - 3678
Y2  - 2024/05/01
ER  -