Balanced Scorecard: Evaluating Duke Children's Hospital's Quality Management Initiatives

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Evaluating Duke Children's Hospital Quality Management Initiatives Using Balanced Scorecard (BSC) Methodologies and Frameworks Introduction Triangulating between the complexities of their customer or patient, financial, learning and growth, and internal business processes and their need to be galvanized around a shared business vision and set of metrics, Duke Children's Hospital undertook a comprehensive Balanced Scorecard (BSC) strategy to unify the many diverse areas of their business model. By realigning processes and systems in these four central areas of their business, Duke Children's Hospital was able to align administrators, clinicians, nurses, and physicians on a single integrated platform designed to improve business processes while achieving higher quality clinical outcomes and attain higher levels of employee and patient satisfaction (Meliones, Ballard, Liekweg, Burton, 2001). By unifying the customer-based, financial, internal business, and learning and growth processes and systems throughout the hospital, costs were reduced $30M and net contribution margin increased by 15% while also increasing patient and staff satisfaction levels (Meliones, Ballard, Liekweg, Burton, 2001). The aligning of clinicians and administrators around a single integrated platform was critical for Duke Children's Hospital to get in control of the reductions impact their business as a result of reduced Medicaid spending, in addition to reductions in overall reimbursement levels

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