Performance Measurement; Balanced Scorecard; Hospital Bridgeport Hospital and Health Care Services (BHHS) in Bridgeport, Connecticut, is a part of the Yale University Health System. BHHS is a 450-bed community-teaching hospital with the following mission: “In 2001, Bridgeport Hospital and Health Care Services, as an integral part of the Yale New Haven Health System, will be the system patients choose, the system to which physicians and payers refer, and the employer of choice for health-care personnel.”
To transform this mission to reality, BHHS adopted the balanced scorecard for performance measurement and a plan to implement it by the end of 2005. In the first year of the scorecard, 1999, BHHS identified 12 scorecard perspectives and 56 critical success factors across these 12 perspectives. The following year, 2000, BHHS refined the scorecard to include the following five perspectives (which included 35 nonquantitative critical success factors):
1. Organizational health (teamwork, leadership development, communications, facilities . . .).
2. Process improvement (reducing delays, streamlining processes, maximizing the effective use of technology . . .).
3. Quality improvement (patient satisfaction, improving patient outcomes, external recognition for patient care . . .).
4. Volume and market share growth (expanded clinical services . . .).
5. Financial health (financial returns, system efficiencies . . .).
Required
1. Why did BHHS reduce the number of scorecard perspectives and critical success factors in 2000? The number of perspectives was further reduced to four in 2001; state which you think are the remaining four perspectives and explain why.
2. For the five perspectives in the 2000 plan, develop two to five possible measurable critical success factors that the hospital might use to measure performance toward the goals of each perspective.
3. Will the scorecard as described in the 2000 plan be effective in helping BHHS achieve its mission?
4. Develop a strategy map for BHHS, incorporating each of the five perspectives of the 2000 plan. Explain why you have developed the map in this way.
5. Would a profit center approach work for BHHS? Why or why not?
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