The implementation of PAR in an Italian case
| Stage 1: Problem identification (Jul 2016–Jan 2017) | Stage 2: Solution generation (June–August 2017) | Stage 3: Implementation and evaluation (dec 2017–Mar 2018) | |
|---|---|---|---|
| Documents analysed | - Annual financial statement - Staff management report - Management system re-examination report - Statute - Charter of services - Management report - Annual report on elderly day care centres for fiscal year 2015 | - Internal reports from healthcare professionals - Internal planning for elderly people's individual plans - Spreadsheet system for managing the agenda of different healthcare workers | |
| Interviews/focus groups | 12 informal individual interviews were performed with the CEO, the president, the director and nine internal workers at the social cooperative | 5 focus groups with 11 members, including the CEO, HR director, the director of personnel services, the administration office representative, two technical representatives and three homecare coordinators. Finally, two University of Trento researchers took part in the focus groups | 1 focus group with 11 members (the same as stage 2) |
| Issue identified | The documental analysis, along with the internal interviews, helped the research team to understand that the social cooperative deals with a large volume of data and information which do not correspond to any strategic decisions. Moreover, by developing input/activities/output/outcome and impact value chain analysis, the research team highlighted the lack of outcome and impact indicators and the need to better allocate the current data available within the social impact value chain of Ebrahim and Rangan (2014) | The researchers thoroughly analysed what emerged up to the construction of a limited number of indicators and variables that, if introduced, allow the drastic reduction of documentation while also considering non-financial variables in the PMS | The prearranged indicators were presented to the focus group through an interactive presentation (during which doubts and perplexities emerged). This situation led to the correction of certain elements. The organisation should take the next step, the task of starting to monitor the proposed indicators, eliminating all unnecessary data. Then it would be desirable for the cooperative to include the variables among those already considered in management control. In this way, it could extend its analysis from financial variables only to the inclusion of social variables |
| Stage 1: Problem identification (Jul 2016–Jan 2017) | Stage 2: Solution generation (June–August 2017) | Stage 3: Implementation and evaluation (dec 2017–Mar 2018) | |
|---|---|---|---|
| Documents analysed | - Annual financial statement | - Internal reports from healthcare professionals | |
| Interviews/focus groups | 12 informal individual interviews were performed with the CEO, the president, the director and nine internal workers at the social cooperative | 5 focus groups with 11 members, including the CEO, HR director, the director of personnel services, the administration office representative, two technical representatives and three homecare coordinators. Finally, two University of Trento researchers took part in the focus groups | 1 focus group with 11 members (the same as stage 2) |
| Issue identified | The documental analysis, along with the internal interviews, helped the research team to understand that the social cooperative deals with a large volume of data and information which do not correspond to any strategic decisions. Moreover, by developing input/activities/output/outcome and impact value chain analysis, the research team highlighted the lack of outcome and impact indicators and the need to better allocate the current data available within the social impact value chain of | The researchers thoroughly analysed what emerged up to the construction of a limited number of indicators and variables that, if introduced, allow the drastic reduction of documentation while also considering non-financial variables in the PMS | The prearranged indicators were presented to the focus group through an interactive presentation (during which doubts and perplexities emerged). This situation led to the correction of certain elements. The organisation should take the next step, the task of starting to monitor the proposed indicators, eliminating all unnecessary data. Then it would be desirable for the cooperative to include the variables among those already considered in management control. In this way, it could extend its analysis from financial variables only to the inclusion of social variables |
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