Delta (RHPI) Project Performance Improvement Assessment and Balanced Scorecard combined approach description, expectation of participating hospitals and about the consultants.
The combined consultation of a performance improvement assessment (PIA) and Balanced Scorecard (BSC) provides hospitals with a seamless transition from one consultation to another and provides efficiencies in data collection and consultation services.
Approach
The deliverables of this engagement are 1) a comprehensive performance improvement assessment that forms the foundation for hospital strategies and future directions; and 2) creation of a Balanced Scorecard which incorporates these strategies, maps them in navigational strategy map, and a metrics and monitoring system that aids the hospital in measuring strategic success and achievement.
Phase 1: Performance Improvement Assessment
The Performance Improvement Assessment is a discovery and strategic foundation and is the phase which results in the development of a comprehensive performance improvement assessment (PIA). The PIA provides and in-depth assessment of the hospital's current circumstances and creates a substantial data and information foundation upon which structure corporate vision, future strategies and performance improvement.The key deliverables at the conclusion of the PIA are:
- Identification of key trends and issues
- A SWOT (strengths, weaknesses, opportunities, and threats) analysis of the hospital organization using both quantitative and interview information
- Identification of strategic themes
- Identification of short-term and long-term action areas and preliminary accountabilities
Phase 2: Balanced Scorecard
Balanced Scorecard development is the creation of the Balanced Scorecard, which is geared for practical use in small, rural hospitals, and which begins the important process of linking the hospital's core strategies to strategic performance improvement. Robert Kaplan and David Norton developed Balanced Scorecard for corporations and the Delta RHPI Project has been working on tailoring this for small rural hospitals for several years. Kaplan and Norton, and others have noted that while the selection of high-quality strategies is essential, the most important factor in determining business success or failure is strategic execution - the ability to translate strategy into action and achieve positive measurable results. This project phase includes the creation of the Balanced Scorecard and its associated measures and metrics, mapping of core strategies, the creation of performance improvement documentation, i.e., measures inventory and dictionary, and ultimately the monitoring of performance improvement using either web-based or computer technologies designed for use in small, rural hospitals.At the conclusion of the engagement, the hospital will have the framework for higher performance because the following will have occurred:
- A clear vision and road map will be in place,
- Cause and effect links between strategies and business processes will be understood,
- High-impact action items, priorities, and accountabilities will be identified and understood by all,
- An atmosphere for cross-functional improvement will be achieved without restructuring the organization,
- A new measurement system will reinforce the desired actions and behaviors, and
- The daily management system will help navigate through decision making and priorities.
It is anticipated that consultants will conduct four (4) onsite visits to hospitals in an estimated five (5) months period. Consultants will work directly with the hospitals to implement consultation.