The balanced scorecard is a very popular management tool, used for monitoring, measuring, and reporting procedures. Traditionally, organizations have measured success in terms of finances only. But there is much more to success than just the bottom line. We must also focus on our work environment, our service and the care we provide. The balanced scorecard represents the four areas that are responsible for our overall success:
Clinical Quality/Internal Business - How we go about doing our work.
Customer - How we exceed the needs and expectations of our internal and external customers.
Financial Success - How we generate sufficient resources to reinvest in people, technology, building, research, and education.
Pay & Performance will use the balanced scorecard to help align goals within the Health System. DUHS has identified specific goals and measures in each of the four areas to help track its success. These goals and measurements support the mission of the Health System.
The power of the balanced scorecard lies in the linkage between these four perspectives. So, by improving the right organizational capabilities (Work Culture), you will improve your business processes (Clinical Quality/Internal Business), which result in improved customer perceptions (Customer Service), which in turn, lead to meeting your financial (Finances) objectives and achieving your vision.
Using the balanced scorecard for individual performance will help you see clearly how your work can support the Health System's goals. Here are some examples:
A bill collector at the Patient Revenue Management Organization (PRMO) could see the link between his goals and the Health System's success in this manner:
|DUHS Goal for Work Culture:||Continuously improve the work culture consistent with the DUHS value proposition.|
|PRMO Goal||Promote internal mobility and career enhancement|
|Unit Goal||Establish development plans for all staff members to identify areas for continued growth.|
|Personal Goal||Seek out training resources to expand skills and knowledge (continuous learning behavior) to qualify for promotional opportunity (results)|
An Environmental Services employee at Duke University Hospital could see the link between his/her goals and the Health System's success in this manner:
|DUHS Goal for Customer Service:||Continuously improve customer service for both internal and external customers.|
|DUH Goal||Improve inpatient positive/negative comment ratio by >1.50 in Press Gainey scores|
|Unit Goal||Improve inpatient positive/negative comment ratio by >2.00 in Press Gainey scores|
|Personal Goal||Introduce self to each patient/visitor with a smile (customer focused behavior) and complete room cleaning according to established standards (results).|
A nurse at Duke Raleigh Hospital could see the link between his goals and the Health System's success in this manner:
|DUHS Goal for Clinical Quality & Internal Business:||Foster enhanced clinical care and new program development to improve quality patient safety, and efficiency.|
|Duke Raleigh Hospital Goal||Average Pain Management Score 82.3%|
|Unit Goal||Average Pain Management Score 85%|
|Personal Goal||100% documentation of pain assessment procedure with patients, show knowledge of correct interdisciplinary pain management (teamwork)|
A radiologist at Durham Regional Hospital could see the link between his goals and the Health System's success in this manner:
|DUHS Goal for Finances:||Generate sufficient resources to reinvest in people, technology, buildings, research, and education.|
|DRH Goal||Meet operating margin (amount of $ brought in vs. amount of $ spent on operations, etc.)|
|Unit Goal||Manage labor costs by reducing call-outs and use of temporary labor|
|Personal Goal||Serve on committee to create scheduling patterns that satisfy unit (creative problem solving behavior), complete year with less than two unscheduled call-outs (results).|