Duke Children's Hospital and the Balanced Scorecard
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The paper looks at how the Duke Children's Hospital evaluated its stakeholder strategies by identifying key linkages in the internal processes, analyzing the performance, and then systematically reviewing the scorecard and making use of modeling techniques to uncover new information about linkages that aided in the development of new strategies. The paper explains how the hospital focused on several internal business processes such as claims verification and describes how this led to improvements in this area. This writer believes that Duke Children's Hospital did a good job in designing their balanced scorecard.
From the Paper:"The hospital decided to use the balanced scorecard approach to evaluate its stakeholder relationships because it realized that the issues it was facing were interrelated. On the surface, it seemed that many of the outcomes that were desired were mutually exclusive. This called for a more sophisticated understanding of the linkages between the different outcomes. There was some initial resistance from the staff. Physicians in particular had trouble switching from a patient-care mindset to a profit-oriented mindset. Other staff members may also have been wary as well of the new approach. However, as creative solutions were uncovered and implemented, staff opinion of the scorecard approach turned, as it became evident that their satisfaction was improving along with the other key performance metrics.
"In its balanced scorecard, the hospital focused on several internal business processes. One process that received focus was claims verification. It was identified that the methods being used resulted in delays in the process. Delays had been equated to rejections, which result in reduced revenue for the hospital. In streamlining this process, the hospital was able to utilize technology to help increase the productivity of the claims verification department, shortening the claims verification process. The process improvements included the usage of email and fax, including the creation of a dedicated fax line. In addition, an increased amount of information was gathered and this information used to contest when payers accused the hospital of failing to notify in a timely fashion."
Sample of Sources Used:
- Niven, P. (2010). Internal process perspective. EPM Review. Retrieved May 5, 2010 from http://www.epmreview.com/Resources/Articles/InternalProcess-Perspective.html
- CQI. (2008) Introduction to quality. The Chartered Quality Institute. Retrieved May 5, 2010, from http://www.thecqi.org/resources/d2-1.shtml
- Meliones, Jon N.; Ballard, Richard; Liekweg, Richard; & Burton, William (2001, April). No mission (<-->) no margin: It's that simple. Journal of Health Care. 27(3): 21-30. Retrieved August 20, 2009, from http://proquest.umi.com/pqdweb?vinst=PROD&fmt=6&startpage=-1 &clientid=29440&vname=PQD&RQT=309&did=69282123&scaling=FULL&vtype=PQD&r qt=309&TS=1226871645&clientId=29440
Cite this Case Study:
Duke Children's Hospital and the Balanced Scorecard (2013, January 29) Retrieved September 19, 2021, from https://www.academon.com/case-study/duke-children-hospital-and-the-balanced-scorecard-152336/
"Duke Children's Hospital and the Balanced Scorecard" 29 January 2013. Web. 19 September. 2021. <https://www.academon.com/case-study/duke-children-hospital-and-the-balanced-scorecard-152336/>