English (United Kingdom)

https://curated-unify.zendy.io/wp-json/zendy-region/v1/featured_content/oa?rat=en

https://curated-unify.zendy.io/wp-json/zendy-region/v1/highlighted_journal/

Global: Zendy Plus annual

Presents the access of premium content as premium feature

Premium Content

Presents the keyphrase highlighting as premium feature

Keyphrase Highlighting

Presents the summarisation as premium feature

Summarisation

Insights

Presents the pdf analysis as premium feature

PDF Analysis

Presents the zaia usage as premium feature

ZAIA

Global: Zendy Plus monthly

Global: Zendy Tools annual

Global: Zendy Tools monthly

Global: Zendy Free Plan

ospitals and regional health authorities across Canada are under siege. From mergers to forced closures to funding restraints, the healthcare industry is facing tremendous challenges. To make matters more complicated, add mediating cultural differences and the integration of non-acute and community-based services. At the same time, healthcare entities attempt to remain focused on delivering high-quality patient care and aligning the key stakeholders to the newly created vision. In the midst of these challenges, management must ensure that it brings as much alignment, direction and purpose as possible into the organization. A clearly articulated vision statement, measurable corporate goals and objectives, together with a strategic plan all help to bring more certainty to staff, patients and volunteers. The “deliverable” is the ability of staff and teams to align accountabilities, activities and resources in support of the vision and goals of the organization. For Peel Memorial Hospital (PMH) in Brampton Ontario, 1995 was a watershed year. It was evident that our corporate goals and objectives had run their course. We lacked measurable targets. We had a tired Mission Statement that tried to be all things to all people. Internal surveys revealed that employees weren’t clear on what our objectives were, what strategic direction we were taking and how certain hospital initiatives were inter-related. However, back in 1994, PMH had embarked on a comprehensive Continuous Quality Improvement (CQI) training program for all staff that was followed by a flurry of departmental and interdepartmental improvement initiatives. Management looked closely at whether time, money and energy was being focused on the key clinical and business processes. Meanwhile, employees asked, How does our evolving program management structure relate to our move into a patient-focused care model? How do these organizational development initiatives tie in with our move to shared-governance models for nursing and the professional disciplines? Where is the fit for CQI and our new computer system? To resolve this dicotomy, we chose to partner with Xerox Quality Services. The company has significant expertise in an integrated structure that not only addressed our existing issues, but also enabled the organization to work towards common objectives. Ironically, we did not go out to the marketplace looking specifically to find a ‘balanced scorecard’ solution. We backed into this initiative because it was a good fit for our culture, addressed our issues and was considered to be an effective vehicle to help the organization evolve further.

The Balanced Scorecard - Solution at Peel Memorial Hospital