Premium
Designing a balanced scorecard for a tertiary care hospital in Pakistan: a modified Delphi group exercise
Author(s) -
Rabbani Fauziah,
Jafri Syed M. Wasim,
Abbas Farhat,
Shah Mairaj,
Azam Syed Iqbal,
Shaikh Babar Tasneem,
Brommels Mats,
Tomson Goran
Publication year - 2010
Publication title -
the international journal of health planning and management
Language(s) - English
Resource type - Journals
SCImago Journal Rank - 0.672
H-Index - 41
eISSN - 1099-1751
pISSN - 0749-6753
DOI - 10.1002/hpm.1004
Subject(s) - balanced scorecard , benchmarking , delphi method , performance measurement , performance indicator , delphi , quality (philosophy) , process management , operations management , health care , strategy map , scale (ratio) , business , medicine , computer science , engineering , marketing , economics , philosophy , epistemology , artificial intelligence , economic growth , operating system , physics , quantum mechanics
Balanced Scorecards (BSC) are being implemented in high income health settings linking organizational strategies with performance data. At this private university hospital in Pakistan an elaborate information system exists. This study aimed to make best use of available data for better performance management. Applying the modified Delphi technique an expert panel of clinicians and hospital managers reduced a long list of indicators to a manageable size. Indicators from existing documents were evaluated for their importance, scientific soundness, appropriateness to hospital's strategic plan, feasibility and modifiability. Panel members individually rated each indicator on a scale of 1–9 for the above criteria. Median scores were assigned. Of an initial set of 50 indicators, 20 were finally selected to be assigned to the four BSC quadrants. These were financial (n = 4), customer or patient (n = 4), internal business or quality of care (n = 7) and innovation/learning or employee perspectives (n = 5). A need for stringent definitions, international benchmarking and standardized measurement methods was identified. BSC compels individual clinicians and managers to jointly work towards improving performance. This scorecard is now ready to be implemented by this hospital as a performance management tool for monitoring indicators, addressing measurement issues and enabling comparisons with hospitals in other settings Copyright © 2010 John Wiley & Sons, Ltd.