Peel Memorial Hospital
| The Balanced Scorecard Solution at Peel Memorial Hospital | Case Analysis | | Thomas N. Bailey | 2/15/2011 |
Kaplan University
GB520
Term 1101D
Unit 4
Introduction
Prior to the 1990s, generous government funding allowed Canadian health care facilities to provide excellent service and quality. In the early 1990s, increasing health care costs have changed government funding, requiring providers to be more financially accountable. In the mid-1990s, hospitals and regional health authorities across Canada were under siege from funding restraints, mergers and forced closures. At the same time, the healthcare industry was focused on delivering high-quality patient care and aligning the key stakeholders to the newly created vision. To evolve and to survive, Peel Memorial Hospital (PMH) implemented the Balanced Scorecard performance management system and that is the focus of this case study. Also highlighted are the value of …show more content…
At the center of the Integrated Management Model framework was the Patient and Community Focus. The other five categories of business were Management Leadership, Human Resource Management, Patient Care Process Management, Quality Tools and Information Utilization, and Performance Results, and their interrelationship was identified in the framework (Harber, 1998).
“The first year of implementation included objectives that identified the need for corporate measurement tools such as patient and staff/team satisfaction” (Harber, 1998, p. 60). During year two of implementation, the Integrated Management Model was streamlined to reduce the data elements. By now, PMH had become more adept at managing and understanding the causal relationship between performance indicators and performance results. It had a good idea of which performance results help to drive performance results in other
Kaplan University
GB520
Term 1101D
Unit 4
Introduction
Prior to the 1990s, generous government funding allowed Canadian health care facilities to provide excellent service and quality. In the early 1990s, increasing health care costs have changed government funding, requiring providers to be more financially accountable. In the mid-1990s, hospitals and regional health authorities across Canada were under siege from funding restraints, mergers and forced closures. At the same time, the healthcare industry was focused on delivering high-quality patient care and aligning the key stakeholders to the newly created vision. To evolve and to survive, Peel Memorial Hospital (PMH) implemented the Balanced Scorecard performance management system and that is the focus of this case study. Also highlighted are the value of …show more content…
At the center of the Integrated Management Model framework was the Patient and Community Focus. The other five categories of business were Management Leadership, Human Resource Management, Patient Care Process Management, Quality Tools and Information Utilization, and Performance Results, and their interrelationship was identified in the framework (Harber, 1998).
“The first year of implementation included objectives that identified the need for corporate measurement tools such as patient and staff/team satisfaction” (Harber, 1998, p. 60). During year two of implementation, the Integrated Management Model was streamlined to reduce the data elements. By now, PMH had become more adept at managing and understanding the causal relationship between performance indicators and performance results. It had a good idea of which performance results help to drive performance results in other