Unpacking Not-for-profit Performance

2013 ◽  
Vol 5 (1) ◽  
pp. 77-106 ◽  
Author(s):  
Edward N. Gamble ◽  
Peter W. Moroz
Keyword(s):  
For Profit ◽  
Not For Profit ◽  
Profit Performance

scholarly journals Not-for-Profit Performance Reporting: A Reflection on Methods, Results and Implications for Practice and Regulation

2021 ◽  
Author(s):  
Danielle McConville ◽  
Carolyn Cordery
Keyword(s):  
Research Data ◽  
For Profit ◽  
Not For Profit ◽  
Performance Reporting ◽  
Profit Performance ◽  
Research Questions ◽  
The Impact ◽  
Interesting Area ◽  
Prevailing View

AbstractThis paper presents a critical analysis of present approaches to studying not-for-profit performance reporting, and implications of research in this area. Focusing on three approaches: content analysis of publicly available performance reporting; quantitative analysis of financial data; and (rarer) mixed/other methods, we consider the impact of these on our knowledge of not-for-profit performance reporting, highlighting gaps and suggesting further research questions and methods. Our analysis demonstrates the important role of regulation in determining the research data available, and the impact of this on research methods. We inter-connect the methods, results and prevailing view of performance reporting in different jurisdictions and argue that this reporting has the potential to influence both charity practices and regulators’ actions. We call for further research in this interesting area. Contribution is made to the methodological literature on not-for-profits, and ongoing international conversations on regulating not-for-profit reporting.

scholarly journals Does Managed Care Change the Management of Nonprofit Hospitals? Evidence from the Executive Labor Market

ILR Review ◽  
2005 ◽  
Vol 58 (3) ◽  
pp. 494-514 ◽  
Author(s):  
Marianne Bertrand ◽  
Kevin F. Hallock ◽  
Richard Arnould
Keyword(s):  
Labor Market ◽  
Executive Turnover ◽  
Executive Pay ◽  
Nonprofit Hospitals ◽  
For Profit ◽  
Top Executives ◽  
Not For Profit ◽  
Profit Performance ◽  
Top Executive ◽  
Care Change

This paper examines how the managerial labor market in nonprofit hospitals has adjusted to the financial pressures induced by HMO penetration. Using a panel of about 1,500 nonprofit hospitals over the period 1992–96, the authors find that top executive turnover increased following an increase in HMO penetration. Moreover, the increase in turnover was concentrated among the hospitals that had lower levels of economic profitability. While the link between top executive pay and for-profit performance measures was on average very weak, HMO penetration tightened that link: as HMO penetration increased, top executives were compensated more for improving the profitability of their hospitals. These results, while of limited economic magnitude, are qualitatively consistent with the view that HMO penetration has increased the weight assigned to for-profit performance in the management of not-for-profit hospitals.

scholarly journals Spiritually Informed Not-for-profit Performance Measurement

2015 ◽  
Vol 141 (3) ◽  
pp. 451-468 ◽  
Author(s):  
Edward N. Gamble ◽  
Haley A. Beer
Keyword(s):  
Performance Measurement ◽  
For Profit ◽  
Not For Profit ◽  
Profit Performance

scholarly journals Constraining Managers without Owners: Governance of the Not-for-Profit Enterprise

2015 ◽  
Vol 4 (1) ◽  
pp. 53-72 ◽  
Author(s):  
Mihir A. Desai ◽  
Robert J. Yetman
Keyword(s):  
Social Insurance ◽  
State Level ◽  
Managerial Compensation ◽  
Economic Shocks ◽  
For Profit ◽  
Not For Profit ◽  
Governance Environment ◽  
Profit Performance ◽  
Effective Organization ◽  
Jel Classifications

ABSTRACT In the absence of owners, how effective are the constraints imposed by the state in promoting effective organization governance? This paper develops state-level indices of the governance environment facing not-for-profits and examines the effects of these rules on not-for-profit behavior. Stronger provisions aimed at detecting and punishing managerial misbehavior are associated with significantly greater charitable expenditures, increased foundation payouts, and lower managerial compensation. The paper also examines how governance influences an alternative metric of not-for-profit performance—the provision of social insurance. Stronger governance measures are associated with intertemporal smoothing of resources in response to economic shocks. JEL Classifications: L30; G30; H40; K20.

The Development of Not-For-Profit Hospital Cost Models

1988 ◽  
Vol 6 (1) ◽  
pp. 35-48
Author(s):  
Greg M. Thibadoux ◽  
Nicholas Apostolou ◽  
Ira S. Greenberg
Keyword(s):  
Hospital Cost ◽  
Cost Models ◽  
For Profit ◽  
Not For Profit

10. Designing an online curriculum supporting risk management and patient safety

2007 ◽  
Vol 30 (4) ◽  
pp. 33
Author(s):  
T. Gondocz ◽  
G. Wallace
Keyword(s):  
Risk Management ◽  
Medical Education ◽  
Patient Safety ◽  
Online Learning ◽  
Online Courses ◽  
Learning System ◽  
Online Curriculum ◽  
For Profit ◽  
Not For Profit ◽  
Managing Risk

The Canadian Medical Protective Association (CMPA) is a not for profit mutual defence organization with a mandate to provide medico-legal assistance to physician members and to educate health professionals on managing risk and enhancing patient safety. To expand the outreach to its 72,000 member physicians, the CMPA built an online learning curriculum of risk management and patient safety materials in 2006. These activities are mapped to the real needs of members ensuring the activities are relevant. Eight major categories were developed containing both online courses and articles. Each course and article is mapped to the RCPSC's CanMEDS roles and the CFPC's Four Principles. This poster shares the CMPA’s experience in designing an online patient safety curriculum within the context of medico-legal risk management and provides an inventory of materials linked to the CanMEDS roles. Our formula for creation of an online curriculum included basing the educational content on real needs of member physicians; using case studies to teach concepts; and, monitoring and evaluating process and outcomes. The objectives are to explain the benefits of curricular approach for course planning across the continuum in medical education; outline the utility of the CanMEDS roles in organizing the risk management and patient safety medical education curriculum; describe the progress of CMPA's online learning system; and, outline the potential for moving the curriculum of online learning materials and resources into medical schools.

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