Implementing Scorecards Who gets what benefits and when

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Implementing Scorecards Who gets what benefits
and when?

• Julie Connell
• Director, Clinical Support Services
• Meaghan Poulton
• Senior Organisation Development Consultant,
• Clinical Support Services
• Princess Alexandra Hospital Health Service
  District

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Presentation Outline

• Clinical Support Services
• Balanced Scorecard Theory
• Balanced Scorecard Practice
• What we did
• What we used
• How well it worked

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(No Transcript)
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Clinical Support Services
Director Clinical Support Services
Dietetics
Business Manager
Divisional Officer
Executive Support

• Training and Development

Allied Health Services
Ancillary Services
Statewide Services

• Audiology
• Occupational Therapy
• Pharmacy
• Physiotherapy
• Prosthetics, Orthotics, and Podiatry
• Psychology
• Social Work
• Speech Pathology
• Medical Illustration
• Indigenous Health Workers

• Pastoral Care
• Hospital Volunteers / Auxiliary/ Red Cross

• Qld Amputee Limb Service
• Acquired Brain Injury Outreach
• Spinal Outreach Team
• Transition Rehab Program

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Background to scorecard implementation

• Corporate Issues
• Queensland Health change in strategic vision
• Announcement of statewide adoption of a balanced
  scorecard
• Local Issues
• Management changes
• Planning session highlighted common needs to
  demonstrate performance

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Balanced Scorecard what is it?

• Four Perspectives
• Customer
• Financial
• Internal Processes
• Learning and Growth
• Three primary functions
• Measurement System
• Strategic Management System
• Communication Tool

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CSS Goals

• Measurement System
• Know our data what it describes
• Understand variance
• Include qualitative data into the reporting mix
• Communication Tool
• Relationship of-
• activity to data
• data to meaningful information to staff
• Strategic Management System
• consistency of reporting
• Competence in knowing their business and what
  that means in a climate of change and growth.

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Clinical Support Scorecard
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CSS Scorecard Items

• 1. Budget

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CSS Scorecard Items

• 2. Staff

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CSS Scorecard Items

• 3. Activity

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CSS Scorecard Items

• 4. Innovation, Teaching and Research
• Students
• Training and Research
• Teaching Presentations
• Publications
• Staff Professional Development
• Attendance at mandatory training
• Innovation/ Issues

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How does it work?

• Monthly reports (based on retrospective data)
• Regular meetings between Department Head and
  Divisional Director every 6-8 weeks
• 15 minute presentation to Divisional Management
  Group twice a year

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Summary of Implementation

• Phase 1Introduction of the template
• Phase 2 First round of presentations
• Phase 3 Second round of presentations
• Phase 4 Proposed uses for 2005

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1.Introduction of Template

• Uncertainty
• Jargon
• More work?
• For what?
• Higher expectations

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2 . First Round of Presentations

• Implementation issues
• Financial HR dont match
• Activity data versus meaning

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3 . Second Round of Presentations

• Showed holes in data collection
• Requests for more feedback

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4. Proposed Future Uses

• Doesnt provide answers in and of itself

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Achievements

• Measurement System
• Common
• Regular
• Limitations
• Communication Tool
• Across and within departments
• Strategic Management System

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Next Steps

• Automation of data
• Reduce burden on Business Manager
• Lobby for improvements in data systems
• Sharing of best practice approaches
• Development of performance ratios
• Participation in District Scorecard

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Conclusions

• Existing Divisional positive culture -
  facilitated implementation
• Proactive, slow implementation allowed individual
  differences
• Low impact in terms of project management
• Good, flexible system adaptable to a variety of
  departments and types of data
• Still so much more to go but we feel ahead of
  the game

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Reference List

• Kaplan, R.S. and Norton, D.P. (2001). The
  Strategy Focussed Organization How balanced
  scorecard companies thrive in the new business
  environment. Harvard Business School Press.
  Boston
• Niven, P.R. (2003). Balanced Scorecard Step by
  Step for Government and Non profit agencies. John
  Wiley and Sons Inc. Hoboken New Jersey
• Kaplan, R.S. and Norton, D.P. (2004). Strategy
  Maps Converting intangible assets into tangible
  outcomes. Harvard Business School Press. Boston