Peel Memorial Hospital Case Analysis Essay Example for Free

Peel Memorial Hospital Case Analysis EssayIntroductionPrior to the 1990s, generous government funding allowed Canadian health care facilities to provide excellent service and quality. In the early 1990s, increasing health care costs have changed government funding, requiring providers to be more financially accountable. In the mid-1990s, hospitals and regional health authorities across Canada were under siege from funding restraints, mergers and forced closures. At the same time, the healthcare industry was foc wasting diseased on delivering high-quality patient care and aligning the key stakeholders to the newly created vision. To evolve and to survive, Peel Memorial Hospital (PMH) implemented the Balanced Scorecard performance management body and that is the focus of this case study. Also highlighted are the value of and the bene opposes to be gained when best practices from the corporate sector are successfully adapted to the health care environment. tarradiddle and IssuesP eel Memorial Hospital (PMH) in Brampton Ontario lacked measurable targets and tired Mission Statement that tried to be all things to all people (Harber, 1998). Internal surveys revealed that employees were unclear on the organizations strategic direction and the linkage of various programs and initiatives undertaken. In 1994, PMH embarked on a comprehensive Continuous Quality Improvement (CQI) preparation program for all staff which was followed by a burst of departmental and interdepartmental improvement initiatives. The hospital management looked closely at whether time, silver and dexterity were being focused on the key clinical and business processes.Meanwhile, the hospital employees wanted to know how the evolving program management structure relates to PMHs move into a patient focused care model how these organizational development initiatives tie in with PMHs move to shared governance models for nursing and the professional guinea pig and where the fit for CQI and new co mputer system were. Working with Xerox Quality Services, PMH identified the equilibrize plug-in solution as a good fit for PMH and an effective vehicle to further evolve the organization. In 1995, PMH adopted the balanced scorecard system to measure its performance.Performance Management System AnalysisThe use of balanced scorecard in hospitals as part of their performance management and strategic management system has increased substantially. These scorecards incorporated the concern of the hospitals stakeholders, focused on the hospitals processes, and included both financial and non-financial indicators for performance measuring. The balanced scorecard at PMH included six categories of business with 23 data elements that were the drivers of the performance results. At the nucleus of the Integrated Management Model role model was the Patient and Community Focus. The other five categories of business were Management Leadership, Human Resource Management, Patient Care appendage Management, Quality Tools and Information Utilization, and Performance Results, and their interrelationship was identified in the framework (Harber, 1998). The first year of implementation included objectives that identified the need for corporate measurement tools such as patient and staff/team satisfaction (Harber, 1998, p. 60).During year two of implementation, the Integrated Management Model was streamlined to reduce the data elements. By now, PMH had become more adept at managing and understanding the causal relationship between performance indicators and performance results. It had a good idea of which performance results armed service to drive performance results in other areas. Although the development of the balanced scorecard was a major undertaking and the development of performance measures a challenge, the implementation of balanced scorecard at Peel Memorial Hospital was a success as the satisfaction level from patient rose from 89 percent to 95 percent and the staff satisfaction survey participation rose from 33 percent to 75 percent.Also, PMH achieved a better understanding of where to invest time and moneyin learning objectives and the ability to relate mission and vision statements to performance. It also enables PMH to become the lowest-cost provider in its peer group. The balanced scorecard provided PMH the ability to render the hospitals strategic objectives into a coherent set of performance measures as well as to align the seemingly disparate elements with organizational objectives. culminationMello (2011) says that performance management systems can significantly impact organizational performance and process. The achievement of organizational goals requires a sensible balance between managerial lading to the strategic interests of a business and to the human interests of its everyday operation at every level. The successful in health care management will bet on organizations and top executives balancing quality and customer satisfa ction with adequate financing and long-range goals. The balanced scorecard not only provides a framework for establishing performance measurement goals but also incorporates continued quality improvement throughout the organization. Today, more and more Canadian hospitals have adopted balanced scorecard as their strategic management system.ReferencesMellow, J. A. (2011). Strategic Human Resource Management. Mason, OH South-Western Cengage Learning. Chapter 10, p. 438-454. Harber, B. W. (1998). The Balanced Scorecard Solution at Peel Memorial Hospital. Hospital Quarterly, p. 59-63.