DHA 711 Week 6 Assignment – Balanced Scorecard Tool

Balanced Scorecard for The Southwest Center for Chronic Illness

Mission: To provide exceptional multi-specialty chronic care services by employing unique and innovative patient-centered care strategies.

Vision: To become a renowned modern healthcare facility that works to improve the health of the people of Texas and beyond: DHA 711 Week 6 Assignment – Balanced Scorecard Tool.

Perspective	Strategic Objectives	Measures	Targets	Initiatives
Learning and growth	l   Capacity expansion through CMEs l   Integrate collaborative paradigms in patient care l   Improve staff performances across all departments	l   Enhanced knowledge of diverse clinical aspects l   Staff knowledge of best practices in interprofessional collaborations l   Enhanced knowledge of diverse clinical aspects	l   Staff attends at least two CME sessions per month l   Members verbalize best practices in interprofessional collaborations l   Better performance scores during the appraisal	l   Organize weekly CMEs for all hospital departments l   Educate staff members on best practices in healthcare collaborations l   Emphasize the significance of high-quality care delivery
Customer	l   Improved customer ratings l   Increase in the number of clients who provide feedback after services l   Enhance brand presence in the community	l   Improvements in the organization’s overall customer rating l   Increase in the number of feedback received l   Increased volume of patients	l   Improved hospital ratings l   25% increase in the number of patients who provide after-service feedback l   25% increase in the volume of patients within three months	l   Improve the quality of patient engagements to enhance their experiences l   Encourage customers to provide after-service feedback at the point of service l   Conduct at least two community outreach programs per month
Internal business processes.	l   Capacity expansion through CMEs l   Improve caregivers’ workflow through digitization l   Improve caregiver wellness	l   Enhanced knowledge of patient handling l   Reduction in the time taken by the patients at the point of service l   Improved caregiver wellness	l   Staff members access educational materials on patient handling l   At least 90% of patients under outpatient care register for telehealth services. l   10% increase in the consumption of the hospital’s wellness programs	l   Encourage the use of library resources on effective patient handling l   Integrate health information technologies, such as telehealth and EMR, across departments l   Communicate the available wellness services to all caregivers
Financial	l   To increase the quarterly financial returns l   Double the hospital’s revenue by 2026 l   Add at least one additional service line by 2026	l   Increase in quarterly profits l   100% increase in the hospital’s revenue l   Establishment of a well-functioning and sustainable service line	l   10% increase in the financial returns l   100% increase in the volume of patients l   Establish a sustainable service line by 2026	l   Reduce financial bleeds accustomed to service inefficiencies. l   Expand brand presence by organizing and implementing community outreach programs l   Raise enough finances to establish and sustain an additional service line

Balanced Scorecard Executive Summary

The balanced scorecard tool outlines the organizational roadmap toward attaining high-quality, safe, and sustainable healthcare. The hospital seeks to enhance its brand presence within the communities it serves, expand its service lines, enhance the quality of care delivered within the facility, and enhance the experiences of its clients. These objectives align with the organizational vision of becoming a renowned hospital.

Beauvais et al. (2023) note that the delivery of high-quality and cost-effective care ensures a wider client acceptance and is likely to translate to increased patient flow. The organization, in this respect, remains strategic in its attempts to expand its brand and increase revenue and patient flow to the facility.

Likewise, the objective concurs with the hospital’s mission of providing multi-specialty care. By fostering collaborative paradigms, the organization ensures an all-rounded approach to care delivery. As Asah and Kaasbøll (2023) report, expanding staff capacity to engage with others remains vital in encouraging interdisciplinary care.

As evident in the balanced scorecard, the hospital plays a proactive role in expanding the knowledge of its staff on diverse clinical areas and patient handling. This will ensure its excellence in collaborative paradigms.

The measures and targets selected are an extrapolation of the stated objectives. Foremost, the targets and measures utilize perspective drawn from the stated objectives. They integrate quantifiable elements of the organizational goals and coin them into simpler and more understandable terms.

Likewise, the targets and measures listed borrow from the prevailing processes and culture of the organization. As evident in the balanced scorecard, the targets are a part of the hospital routine and include activities such as tracking CMEs, staff appraisal, audit reports, and departmental reports on staff wellness and library utilization by staff.

The initiative will help achieve the objectives. The objectives in the learning and growth perspective are tailored towards capacity development, collaborative paradigms, and high staff performance. Capacity development and improvements in staff performance can be enhanced through continuous medical education underpinning their integration. Educating staff members on the best practices in multidisciplinary education also fosters healthier engagements and collaboration.

The objectives under the finance category were directed towards increasing the hospital’s finances and sustainability. Al Harbi et al. (2024) note that increasing patient flows within healthcare facilities while maintaining quality results in a significant enhancement of financial flows. Ensuring increases in the number of patients visiting the hospital is, therefore, likely to translate into more funds.

The objectives, from the perspectives of customers and internal businesses, were targeted at improving patient experiences and the efficiency of care delivery. Staff education on patient handling and integration of health information technologies can considerably improve workflows within the care environment (Giese et al., 2023). Likewise, caregiver education may enhance the quality of care delivered to the patients and consequently improve patient experiences (Åhlin et al., 2023).

References

Åhlin, P., Almström, P., & Wänström, C. (2023). Solutions for improved hospital-wide patient flows – A qualitative interview study of leading healthcare providers. BMC Health Services Research, 23(1). https://doi.org/10.1186/s12913-022-09015-w

Al Harbi, S., Aljohani, B., Elmasry, L., Baldovino, F. L., Raviz, K. B., Altowairqi, L., & Alshlowi, S. (2024). Streamlining patient flow and enhancing operational efficiency through case management implementation. BMJ Open Quality, 13(1). https://doi.org/10.1136/bmjoq-2023-002484

Asah, F. N., & Kaasbøll, J. J. (2023). Challenges and strategies for enhancing eHealth capacity building programs in African nations. Journal of Personalized Medicine, 13(10), 1463. https://doi.org/10.3390/jpm13101463

Beauvais, B., Dolezel, D., & Ramamonjiarivelo, Z. (2023). An exploratory analysis of the association between hospital quality measures and financial performance. Healthcare, 11(20), 2758. https://doi.org/10.3390/healthcare11202758

Giese, A., Khanam, R., Nghiem, S., Rosemann, T., & Havranek, M. M. (2023). Patient-reported experience is associated with higher future revenue and lower costs of hospitals. The European Journal of Health Economics, 25(6), 1031–1039. https://doi.org/10.1007/s10198-023-01646-y

ORDER A PLAGIARISM-FREE PAPER HERE

We’ll write everything from scratch

---

Upon completion of this assignment, you will have used the Balanced Scorecard tool to define objectives, measures, targets, and initiatives for the health care organization you selected and described in the Week 1 assignment (59088 – DHA 711 Week 1 Assignment)

Review the 4 perspectives of a Balanced Scorecard described in this week’s readings and read ”The Balanced Scorecard: Measures That Drive Performance” from the University Library.

Construct a Balanced Scorecard, using the Balanced Scorecard Template (ATTACHED), for the health care organization you identified in Week 1. For each of the 4 perspectives, define at least 3 objectives, measures, targets, and initiatives. Ensure that the objectives are clearly aligned to the organization’s mission and vision described in the Week 1 assignment.

Write a 400- to 600-word executive summary in which you reference and include the Balanced Scorecard table you created. Describe the following in your summary:

• How the objectives are aligned with the mission and vision
• Why the measures and targets shown were selected
• How the initiatives will help achieve the objectives

Support your descriptions and analysis with references to 5 credible sources.

Format your references according to APA guidelines.

Note: For guidance formatting your executive summary, review the Sample Executive Summary found in the University Library Center for Writing Excellence.