Developing a Balanced Developing a Balanced Score CardScore Card
Session 1Session 1
Viki Massey, Quality Coordinator
A Joint Venture of London Health Sciences Centre and St. Joseph’s Health Care London
When you can measure what you are When you can measure what you are speaking about, and express it in speaking about, and express it in
numbers, you know something about it; numbers, you know something about it; but when you cannot measure it, when but when you cannot measure it, when you cannot express it in numbers, your you cannot express it in numbers, your
knowledge is of a meager and knowledge is of a meager and unsatisfactory kind.unsatisfactory kind.
William Thompson (Lord Kelvin), 1824-1907William Thompson (Lord Kelvin), 1824-1907
What is a Balanced Score Card?What is a Balanced Score Card?
1) A measurement system
2) A strategic management system
3) A communication tool
BSC as a Measurement SystemBSC as a Measurement System
Translates mission, vision and strategy through objectives and measures
Provides a framework to describe the key elements in the achievement of the strategy
Measures four perspectives- Customer Relations- Financial- Internal Service Process - Learning, Innovation and Growth
BSC as a Measurement SystemBSC as a Measurement System
Financial
Customer Relations
Learning, Innovation and
Growth
Internal Service Process
Vision and Strategy
Financial PerspectiveFinancial Perspective
What financial steps are necessary to ensure the execution of our strategy/goals?
Are the program’s/ department’s goals, implementation, and execution contributing to the bottom line?
Are we meeting operational and financial targets?
Dimensions of Quality: – Efficiency
Internal Service Process Internal Service Process PerspectivePerspective
What critical processes must we excel at to satisfy our customers/stakeholders?
What must be done internally to meet patient/customer expectations?
Dimension of Quality: – Effectiveness– Appropriateness– Safety
Customer Relations Customer Relations PerspectivePerspective
Who are our target customers? How do our patients/customers see us? How do patients/customers rate our
performance? Dimension of Quality:
– Accessibility– Acceptability– Continuity
Learning, Innovation and Growth Learning, Innovation and Growth PerspectivePerspective
How can we continue to improve? What capabilities and tools do our
employees need to execute our strategy/goals?
Dimension of Quality:– Competence– Participation
BSC as a Strategic Management BSC as a Strategic Management SystemSystem
Translates strategy into: Objectives Measures Targets Initiatives
Translating with the BSCTranslating with the BSC
Desired state
Differentiating activities
What must be done
well to implement
strategies
How strategic
success is
measured
Mission
Vision
Strategy/Goals
ObjectivesIn each perspective
MeasuresIn each perspective
LLSG Mission StatementLLSG Mission Statement
In the spirit of innovation and collaboration, London Laboratory Services Group (LLSG) provides the health care system with appropriate and comprehensive diagnostic, therapeutic and consultative services of the highest quality.
LLSG Goals/StrategyLLSG Goals/StrategyThe London Laboratory Services Group will:
be recognized as a centre of excellence and leader in providing diagnostic services
develop an understanding of the needs of the users of our services
be responsive to the needs of other health care providers communicate openly with users of our services be a leader in developing and implementing new technologies provide diagnostic and therapeutic services for the hospital,
the region and beyond
LLSG Goals/Strategy cont’dLLSG Goals/Strategy cont’d
The London Laboratory Services Group will:
provide cost effective and efficient services provide an atmosphere of team work which is responsive to
and supportive of learning collaborate with researchers to advance medical science partner with educational institutions to provide training for
medical professionals develop partnerships with industry and other institutions
which will enhance the range and scope of laboratory services
BSC as a Communication ToolBSC as a Communication Tool
Describes and translates strategy to
employees through clear and objective performance measures
Example
Goal: LLSG will provide cost effective and efficient services
Objectives: Reduce costs
Increase productivity
Measures: Supply costs
Workload
Today’s ExerciseToday’s Exercise
Form 4 groups- one for each perspective
Within each group:
1. Appoint a scribe/presenter
2. Brainstorm objectives
3. Record all objectives
4. Present objectives to other groups
5. Record other objectives as suggested by the other groups
Brainstorming ExerciseBrainstorming Exercise
Purpose: to generate multiple ideas, in this case for developing BSC objectives
BSC ObjectivesBSC Objectives
1. Describe the activities that we must perform well to successfully implement strategy/goals
2. Answer the questions associated with each perspective
3. Start with an action verb: increase, develop, improve, lower, achieve etc.
Brainstorming ExerciseBrainstorming Exercise
Rules:1. No idea is a bad idea
2. Be creative
3. Take risks
4. No criticism allowed
Brainstorming ExerciseBrainstorming Exercise
Method: Round Table
1. Out loud; round robin, one by one, each person states an idea which the scribe then records
ORIn silence; write ideas down on sticky notes. Pass notes to scribe to review out loud and record
2. Continue around the table until all ideas are exhausted
Next StepsNext Steps
Review BSC perspective guides Review objectives generated by the
brainstorming exercise Consolidate and clarify objectives Vote on top candidates Trim list to a maximum of 3 per BSC
perspective
ReferenceReference
Balanced Score- Step by Step: Maximizing Performance and Maintaining Results
Paul R. Niven
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