Managing an Acute Pain Unit Based on the Balanced Scorecard

The Balanced Scorecard (BSC) is a continuous strategic monitoring model focused not only on financial issues but also on internal processes, patients/users, and learning and growth. Initially dedicated to business management, it currently serves organizations of other natures - such as hospitals. This paper presents a BSC designed for a Portuguese Acute Pain Unit (APU). This study is qualitative and based on the experience of collaborators at the APU. The management of APU is based on four perspectives – users, internal processes, learning and growth, and financial and legal. For each perspective, there were identified strategic objectives, critical factors, lead indicators and initiatives. The strategic map of the APU outlining sustained strategic relations among strategic objectives. This study contributes to the development of research in the health management area as it explores how organizational insufficiencies and inconsistencies in this particular case can be addressed, through the identification of critical factors, to clearly establish core outcomes and initiatives to set up.





References:
[1] R. Kaplan and D. Norton, “The balanced scorecard measures that drive performance,” Harv. Bus. Rev., vol. 70, no. 1, pp. 71–79, 1992.
[2] J. Luft and M. D. Shields, “Mapping management accounting: graphics and guidelines for theory-consistent empirical research,” Accounting, Organ. Soc., vol. 28, no. 2–3, pp. 169–249, Feb. 2003.
[3] R. Kaplan and D. Norton, “The Office of Strategy Management,” Strateg. Manag., no. October, 2005.
[4] G. R. Baker and G. H. Pink, “A Balanced Scorecard for Canadian Hospitals,” Healthc. Manag. Forum, vol. 8, no. 4, pp. 7–21, 1995.
[5] J. M. Santiago, “Use os the Balanced Scorecard to Improve the Quality of Behavioral Health Care,” Psychiatr. Serv., vol. 50, no. 12, pp. 1,571-1,576, 1999.
[6] D. Dziuk, “So Many Systems, So Little Communication,” Health Manag. Technol., vol. 22, no. February, pp. 50–51, 2001.
[7] V. K. Sahney, “Balanced Scorecard as a Framework for Driving Performance in Managed Care Organizations,” Manag. Care Q., vol. 6, no. 2, pp. 1–8, 1998.
[8] D. Weber, “Performance Management-the Balanced Scorecard: A Framework for Managing Complex and Rapid Change,” Strateg. Healthc. Excell., vol. 12, no. 11, pp. 1–7, 1999.
[9] G. R. Beauchamp, “The five ´S´ Levels of Enterprise Health,” Physician Exec., vol. 25, no. 3, pp. 25–29, 1999.
[10] J. R. Griffith, “Championship Management for Health Care Organizations,” J. Helthcare Manag., vol. 45, no. 1, pp. 17–30, 2000.
[11] M. Souissi and K. Ito, “Implementing and Cascading the Balanced Scorecard: The Case of a Danish Hospital,” J. Accounting, Ethics Public Policy, vol. 19, no. 2, 2018.
[12] L. G. Aidemark, “Cooperation and competition: Balanced scorecard and hospital privatization,” Int. J. Health Care Qual. Assur., vol. 23, no. 8, pp. 730–748, 2010.
[13] X. Y. Chen, K. Yamauchi, K. Kato, A. Nishimura, and K. Ito, “Using the balanced scorecard to measure Chinese and Japanese hospital performance,” Int. J. Health Care Qual. Assur., vol. 19, no. 4, pp. 339–350, 2006.
[14] J. Y. Karisa and L. Wainaina, “Balanced Scorecard Perspectives and Organizational Performance: Case of Kenyatta National Hospital, Kenya,” Int. J. Bus. Manag. Entrep. Innov., vol. 2, no. 3, pp. 102–113, 2020.
[15] J. Boston, J. Martin, J. Pallot, and P. Walsh, Public Management: The New Zealand Model. 1996.