Professional Documents
Culture Documents
Visionary
Long-range Tenacity
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Balanced Scorecards: A Smart
Approach to Performance
Improvement
WIPFLI.COM
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Our Session Objectives
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Agenda
• Introduction
• Balanced Scorecard 101
• Readiness
• Case Study
• Next Steps
• Wrap-Up Q&A
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Introduction
• Our Experience
– 20+ hospitals over the past 18 months
– Wisconsin Office of Rural Health Project
– Mississippi Delta Project
– Other state offices/ performance
improvement networks
• Small and rural hospitals are at the
forefront of Balanced Scorecard
adoption in healthcare
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Prelude to the Balanced Scorecard
Strategic Planning
Mission/Vision
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Why isn’t completing a strategic plan enough?
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Linking Strategy to Execution
For many health care organizations, the strategy process ends with a written
strategic plan. This helps explain why the majority of all strategies are never
implemented.
Typical Barriers
Measurement and Focus - The organization measures what they have—often financial
and historical—rather than what drives strategy
AND management spends too little time discussing strategy.
Four perspectives:
Financial
Customer
Internal Processes
Learning & Growth (Enabling Investments)
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How Does the Balanced Scorecard Work?
Mission
Why we exist
Values
What’s Important to Us
Vision
What We Want to Be
Strategy
How We Achieve Our Vision
Strategy Map
Translate the Strategy
Balanced Scorecard
Measure and Focus
Targets and Initiatives
What We Need to Do
Strategic Outcomes
Satisfied Internal
Financial Effective Enabling
And External
Viability Processes Investments
Customers
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Adapted from Strategy Maps, Kaplan and Norton, HBS Press 2004
Benefits
Successful implementations:
– Have strong executive sponsorship
Develop strategy maps with cause-and-effect links
Strong measures
Ties to action
– Commitment to management use
– Willingness to change
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Readiness
Readiness
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Case Study: “County Community Hospital”
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Case: County Community Hospital (CH) Situation
• Rural provider
• Depressed community
• No competitors for 25 mile radius
• Large competitors within commuting
distance
• Inefficient processes (long ED Wait times)
• Staffing competition with large providers
• Possible integration with physician clinic
• Aging plant and equipment
• Lack of management focus (“fires and
homeruns”)
Strategic Themes
1. Process improvement/Make us more accessible (wait times, scheduling)/Do more
with less
2. Focus on customer service
3. Community focus
4. Ensure quality and safety
5. Develop the right partnerships with physicians and tertiary care centers – create a
community gateway to services
6. Ensure the right mix of services for the community
7. Cultivate an “ownership” culture
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Case: Building a Balanced Scorecard
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Case: Submitted Strategic Objectives
• Lower days in A/R • Invest in the quality program
• Control costs • Stop or slow out-migration
• Reduce employee turnover • Start dialysis program
• Reduce agency use • Improve customer satisfaction
• Clean the building • Recruit internal medicine PCPs
• Renovate 2nd floor • Re-start the urgent care
• Reduce Emergency program
Department wait times • Renovate the operating rooms
• Upgrade radiology • Upgrade OR equipment
• Reduce costs • Develop an alliance with
• Focus on safety University Hospital
• Improve community reputation
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Case: Strategy Mapping Process
Although some of the map was pre-developed, the group activity was used to
validate their strategic themes.
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Strategic
Vision
Vision
Financially, how do we
Financial Viability support the hospital’s
continued viability and
Growth Effectiveness investment in the future
(ability to meet the vision)?
As customers of the
Customer hospital’s services, what
Patients Physicians Community are our expectations?
Internal
Customer Process and Market
What processes must we
Service Productivity Strategies
excel at to meet
customer needs?
Enabling
Investment What type of culture,
(Employees) skills, training, and
People Culture Infrastructure technology are required to
support our processes?
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Strategic
County Community Hospital will contribute to the
Vision
the community by offering accessible
quality care tailored to the needs of our residents.
Financial Viability
Internal
Achieve
Organizational Develop Strong PCP Process Improvement:
Commitment to & Referral Partnerships Efficiency/Access
Services
Match Our
Exceed Quality
Services to Ensure community
& Safety Standards
Community Need focus
Employees &
Investment Recruit and Retain Ensure the Facility
Establish an
the Right Employees and Technology Meet
“Ownership” Culture
and Physicians Requirements
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Case: Prioritization
• Prioritization is used for validation, communication, and focus.
• Process employed:
– All divide 100 points among 4 perspectives.
– Divide 100 points among objectives in each perspective.
– Scores are averaged and discussed (simple voting could also be
used).
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Case: Measures
• Each objective owner was asked to identify at least 2 measures for
each objective. Other participants provided input as well. (Measure
Inventory)
• Steering committee met to identify measures for each objective.
Rules Employed:
1. Selected measures that exist currently or are based on existing
information.
2. Measures must balance leading and lagging indicators.
3. Objectives are assigned 1 or 2 measures unless the steering committee
agrees on more.
4. Measures must be defined and documented (Including Targets and
Alarms).
5. Each measure is assigned an owner.
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Case: Measure Definition
Process Improvement: Look for measures that indicate drivers of
performance or reflect direct improvement from high importance initiatives.
Description (include a formula if Time it takes from sign in to being seen by a provider in the ER. As the ER
Measure Name
applicable) accounts for 55% of our business, this is a critical touch point that must be
Emergency Department Wait Time streamlined.
This data comes from the ER registration system. New numbers are available
Version Date Data Source by the 15th of the following month (March data available by 4/15). Unit
2-Apr-05 secretary will enter the information.
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Case: Scorecard Draft
Perspective Weight Objective Weight Measure Initiative Comment Status
Financial Survival 15% Increase revenue 50% Net Revenue Poor
Improve our cost position 50% Cost/Adjusted Admission Agency reduction project
Neutral
Customer 20% Provide Patient Access and Service 50% % Recommending Trending Up
Poor
Ensure Physician Satisfaction with 20% Satisfaction %
Access and Service Neutral
Internal Processes 35% Exceed Quality and Safety 16% Core Indicators (Index) Falls reduction team
Standards Neutral
Standards 1
Exceed Quality and Safety
ER Wait Time
sessions 3
Establish monthly education
ER Process Redesign
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Average improved by 15 minutes
Good
Neutral
Efficiency
Develop Stronger PCP and Referral 10% Meeting Attendance - Establish communication plan Attendance at 75%!
Partnerships Physician Roundtable Good
Match Our Services to Community 20% Transfers Cardiology expansion No change in transfers
Needs evaluation Poor
Match Our Services to Community Monthly Profile OB downsizing project Closer fit this month
Needs Neutral
Re-Establish Our Position in the 15% Education Attendance Establish government relations New classes exceeded plan.
Community position Good
Employees & 30% Recruit and Retain the Right 30% Vacancies Complete salary review
Investment Employees and Physicians Neutral
Recruit and Retain the Right Net Physician Need Develop PCP recruitment plan
Employees and Physicians Neutral
Establish an "Ownership" Culture 50% Review Status Implement new performance Most departments have
review structure implemented. Need new intiaitve. Good
Establish an "Ownership" Culture Employee Survey Question 7 Deliver culture training New survey next month Neutral
Ensure the Facility and Technology 20% Age of Plant Facility evaluation Must set budget priorities
Meet Our Needs Poor
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Case: Next Steps
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Case: New Management Meeting –
Sample Agenda
• Changes to Scorecard
• Communication
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Case: Roll-Out
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Case: Cascading
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Case: Cascading Starts in
Month 9
Level Goal/Strategy
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WEIGHTING
Strategic Metro Northeast Hospital will contribute to the
Vision Revitalization of the community by offering
Measures Initiatives Owner Status
Accessible quality care tailored to the
needs of our residents.
Financial Survival
10% •ER Visits •Daily Reporting •CFO TBD
Increase
Revenue
Improve our
Cost Position 10% • Agency Cost •Daily Reporting • DON TBD
Establish an 25%
“Ownership” Culture
• Absentee
Rate • Culture Training •Dir. HR TBD
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Building a Balanced Scorecard
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Strategy Mapping: Tips
• Objectives should be high-level; consolidate
detailed objectives where possible.
• The total number of objectives should be
between 12 and 18.
• Start with good customer value
propositions.
• When finished look for gaps (objectives that
have no links to/from other objectives).
• Language is important—make sure the map
uses language consistent with the hospital.
• Each objective must have an owner
responsible for its definition and
identification of draft measures.
• Prepare to have 2 strategy maps—one for
communication and one for the Balanced
Scorecard development.
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Measurement and Initiatives: Checklist
• What Are the Critical Steps Involved in
Selecting Measures and Initiatives?
Pre-Work
Strategy map confirmation
Define the objectives
Identify possible measures – or inventory existing measures
Identify existing and proposed hospital-wide initiatives
The Meeting(s)
Plan on 4-6 hours for measures and up to 4 hours for initiatives
Start with education (measures, targets, and alarms)
Select 1-2 measures for each objective
Identify frequency, source, and owner of each measure
Define measures (measure dictionary)
For prioritized objectives, identify initiatives that will move the
measure to green (or keep it there) – as time permits, identify
assign initiatives to other important objectives
Define initiatives
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Measures - Tips
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What Comes Next?
Communication
Cascading
Technology
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What Comes Next: Roll-Out (communication)
Communication is vital in the roll-out of the Balanced
Scorecard. It is helpful to set targets:
• When do we share the scorecard with managers?
Employees? Physicians?
• What settings are most appropriate?
• When is the appropriate time to bring the scorecard to
Board meetings?
It is often beneficial to wait 3 to 6 months
before starting to bring the scorecard to
stakeholders.
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What Comes Next: Cascading
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What Comes Next: Cascading Options
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What Comes Next: Technology
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Wrap-Up
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Wrap-Up: Resources
• www.Wipfli.com
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Questions
?
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