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Table 2 Case study data source and analysis framework

From: He Pikinga Waiora: supporting Māori health organisations to respond to pre-diabetes

Data source(s)

Questions

Focus of the analysis

Documentation and interviews: Purpose of the organisation, mission, vision, strategy

• What is the purpose of the organisation?

• How does your organisational strategy help to achieve this purpose?

• Are these documents internally consistent?

• Is there an alignment between these documents and the ‘current state’ of the organisation?

Documentation and interviews:

Capability and capacity of the organisation

• What are the strengths of your organisation?

• What barriers does your organisation face?

• How is the organisation structured?

• What is the level of capacity and capability in the organisation to achieve its purpose?

Documentation and interviews:

Funding and resourcing in relation to strategy: key contracts/funding

• What has been the approach to funding over time?

• What has been the organisation’s response to changes in the funding streams available over time?

• Develop a map of current contracts and funding streams.

• What are the current strategic relationships (with providers, funders, other partners) at an organisational level.

Documentation and interviews:

How could the organisation operate more effectively in the system?

Change and cost of change

• What sort of shifts are difficult for the organisation to cope with?

• Have shifts in external funding streams been linked to performance?

• What has been the impact of these changes in relation to equity?

• Key relationships and contracts for the organisation.

• When organisations are forced to be opportunistic in relation to funding opportunities this can result in a significant ‘cost of change’. Have any changes in funding/direction been ‘evidence-based’?

• How could the system support organisations to be more effective?

Documentation and interviews: Measurement, reporting, performance and role of organisation

• How does the organisation know if it is achieving its purpose?

• Are the metrics specified by funders or the organisation effective measures of performance?

• Are organisations ‘policy takers’ or do they influence the system?

• Are there opportunities for organisations to better utilise data to more effectively influence the system and/or guide funding decisions?

Documentation and interviews:

Organisational strategy

• Does the organisation focus specifically on pre-diabetes, or is effort in this area included as part of a broader focus on long term conditions, determinants of health, or another planned strategy?

• Is there evidence of an emergent, opportunistic approach or a planned strategic approach to service provision?

• Are the benefits of a longer-term strategy and the ability to align resources (including relationships) evident, including systems approaches?