Healthcare balanced score card

In Chapter One of White and Griffith, Table 1.10 gives some indicators of an Operational Scorecard – Performance Measures for Individual teams and Activities (p. 31) and Table 1.11 gives a Template of Strategic Measures of Health Care Organization Performance (p. 32). Another tool that can be used to assess an organization strategically is the balanced scorecard. “Quantified goals and measures substantially reduce ambiguity and clarify each team’s and associate’s obligation”. The Balanced Scorecard is described in the additional readings in the files (attached here)

Would you add or take away any dimensions to the balanced scorecard? What happens if the board ignores a dimension? Can management prepare plans that improve all dimensions of the scorecard, or are some dimensions permanently in conflict? What should the board do if a dimension is below benchmark and not improving? How would you relate the balanced scorecard to how Paul Levy addressed the issues with BID?
In some cases, organizations have used the Balanced Scorecard as a tool in developing their implementation plan; sort of a checklist to make sure they have covered the key areas of their business or service. An example of that, the Kenyan Red Cross, is listed below. Here is an organization with limited resources that is using this tool to chart its way forward. Feel free to comment on this and the Balanced Scorecard’s usefulness in other organizations.

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