1. The number of perspectives was likely reduced to further refine the focus of the scorecard and the performance measurement system. Too many perspectives and critical success factors could reduce the desired emphasis on key measures. The two perspectives, quality and process improvement, were combined in 2010, for this reason. Both of these perspectives were related to performance in meeting patients’ expectations through improved operations, and the combination of the two provide greater focus on operational improvement. The remaining four perspectives could be related to the conventional balanced scorecard in the following way:
Perspectives in the BHHS and Conventional Balanced Scorecard:
BHHS Scorecard (2010) Balanced Scorecard
Organizational Health Learning and Innovation
Process and Quality Improvement Operational Performance
Volume and Market Share Growth Customer
Financial Health Financial
2.
The CSFs used by BHHS include the following:
Organizational Health percentage of employee development plans in place, number of employee survey action plans, job vacancy rates, turnover rates
Process Improvement operating room turnaround time, number of physicians using online hospital clinical information systems
Quality Improvement patient satisfaction survey scores, patient safety measures, score on Connecticut quality award, measurable progress to implementing a minimally invasive surgery program
Volume and Market Share Growth medical volume, surgical volume, urgent care visits, primary care visits, home care visits
Financial Health measured growth in group purchasing, measured growth in funding, managed care price increases, cost per discharge