Table 4.
Comparison of factor and indicator structure from EFA with original scorecard.
| Latent Factors | No. | Indicators | Analysis/Comparison with Original Scorecard |
|---|---|---|---|
| A. Stakeholder engagement and communication (Factor 2) | S5 | Meetings with community leaders | S5, S6, and S8 relate to external stakeholder engagement (e.g. community, community leader, local government supervisor), while S14 relates to engagement with internal PHCC staff (responsiveness and rewarding to staff). Unlike the structure in the original scorecard that treats them separately, they seem to have a common latent factor on engagement and communication with external and internal stakeholders. |
| S6 | Request to community leaders | ||
| S8 | Meetings with supervisors | ||
| S14 | Responses from OIC to staff feedback | ||
| B. Community-level activities (Factor 5) | S7 | Activities to encourage support from community leaders | S7 and S30 have commonalities as their scoring criteria refer to community – level activities, such as incentives to community leaders (S7) and use of funds to attract patients to facilities and gain trust from community (S30). |
| S30 | Use of PBF funds to attract patient and build trust | ||
| C. Update of plan and target (Factor 3) | S19 | Business plan update | S19 (Business plan update) and S22 (Target update) show clear grouping related to frequent update of plan and target. |
| S22 | Target update | ||
| D. Performance management (Factor 6) | S23 | Setting stretch/achievable targets | S18 (Addressing low-performing staff), S23 (setting stretch/achievable targets), and S28 (Performance review discussions) are related to performance management, which is consistent with the original factor structure. |
| S28 | Performance review discussions | ||
| S18 | Addressing low-performing staff | ||
| E. Staff attention to plan, target, and performance (Factor 4) | S21 | Staff attention to business plan | S21, S24, and S26 are all related to staff attention to plan, target, and performance of the PHCCs. This is different from the way the original scorecard was structured, but suggests importance of communication to and involvement of staff in planning, target setting, and performance review to raise their attention. |
| S24 | Staff attention to targets | ||
| S26 | Staff attention to performance | ||
| F. Drugs and financial management (Factor 1) | S29 | Drug management | A group of S29, S31, S32 is consistent with the original scorecard, related to how PHCCs manage drugs and funds available for them. |
| S31 | Financial record update | ||
| S32 | Financial record content |