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ExamplePPT.pptxTHE BALANCED SCORECARD of Gordon Hospital’s Mother/Baby Unit
Sylvia N. Driver
South University
Hello, My name is Sylvia Driver and I will be presenting an organizational analysis and balanced scorecard on the Mother/Baby unit of Gordon Hospital in Calhoun, Georgia.
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Gordon Hospital’s Background
History of the Hospital
Adventist Health System
The Number “1” Small Hospital in Georgia
Employee Engagement and Satisfaction
Joint Commission
In my past, I have worked as a nurse in two different hospitals, however, I have taken nursing students to their clinicals in over 15 different hospitals in a variety of areas. Out of all of the hospitals I have experienced, Gordon Hospital stands out as an exceptional facility that excels in team performance. In the next slides I will go over a brief background of the history of the hospital, it’s ranking in Georgia, employee engagement and satisfaction and it’s accreditation.
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History
Began in 1935
New Management in 1981
Adventist Health System since 1994
New Beginnings Maternity Center 1995
(Gordon Hospital, 2015)
On the two floors above the drug store and the Atlanta Gas Light Company, one doctor created Calhoun’s first four bed hospital in 1935. Adventist Health System took over management in 1981 then purchased the hospital in 1994. One year later, the New Beginnings Maternity Center was open. Today, it is a 69 bed community hospital with an estimated $37 million expansion and renovation planed over the next couple of years.
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Adventist Health System
The Environment
The Primary Focus Dedication
Excelling
The Adventist Health System is a not-for-profit Christ-centered environment focusing on emotional, physical and spiritual health.
The primary focus is dedicated to safety, rigorous self-assessment, performance improvement, corporate integrity and service management.
This hospital has excelled in their organizational structure as it relates to patient care, community response and employee satisfaction.
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Number “1” Small Hospital in Georgia
Georgia Trend (Dunkin, 2013)
Becker’s Hospital Review (Staff, 2015)
In Georgia, hospitals less than 150 beds are considered small hospitals. In 2013, Mary Dunkin’s article in the Georgia Trend magazine reported that Gordon Hospital ranked number 1 out of 56 small hospitals in Georgia. Rankings were based on “quality of care, patient satisfaction, mortality, readmission statistics, and data on hospital acquired infections and conditions”.
According to Becker’s Hospital Review that focused only on employee’s responses, Adventist Health System was named as one of the 150 great places to work in healthcare for both 2014 and 2015. The 150 were chosen for “their benefit offerings, wellness programs, commitment to diversity and inclusion, professional development opportunities and environments that promote employee satisfaction and work-life balance”.
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Employee Engagement and Satisfaction
Gordon’s Employee Benefits
Employee Engagement
Gallup’s Great Workplace Award
Lowe (2012) summarizes the success of any organization is … engaged employees!
(Gallup, 2015; Gordon Hospital, 2015)
As part of the Adventist group, Gordon Hospital offers employee benefits such as a “tuition reimbursement program, employee wellness programs, company-paid flu shots, and employee discount in their café with healthy menu options, other employee discount programs, leadership development opportunities and an employee assistance program, which provides access to a professional who can offer employees and their families support and direction”.
For 4 years, Advents Health System hospitals have won the Gallup’s Great Workplace Award with Gordon Hospital’s workforce receiving the honor for 2015.
Former registered nurse and now president and CEO of Gordon Hospital, Pete Weber explains how management at Gordon “understand that engaged employees offer a better patient experience and contribute to improved health care deliver”.
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Joint Commission
Who are we?
Gordon’s Leadership Goal
Gold Seal of Approval
(Gordon Hospital, 2015; The Joint Commission, 2014)
The Joint Commission was founded in 1951 to evaluate, accredit and certify health care organizations and program in the United States. As an independent, not-for-profit organization, it is the nation’s oldest and largest standards-setting and accrediting body In health care.
Gordon Hospital’s leadership goal of building a healthy workplace is supported by the Joint Commission’s Gold Seal of Approval.
The Gold Seal of Approval is obtained through an objective evaluation process to help health care organizations assess, measure and improve performance to meet their overall mission.
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The Mission and Values Statement
“We are a family of professional caregivers motivated by Christian values to provide the highest quality physical, mental, emotional and spiritual healthcare, while extending the healing love of Christ to all we serve” (Gordon Hospital, 2015).
This is Gordon Hospital’s mission and value statement: “We are a family of professional caregivers motivated by Christian values to provide the highest quality physical, mental, emotional and spiritual healthcare, while extending the healing love of Christ to all we serve”.
Taking this mission statement, I will build a balanced scorecard for Gordon’s Mother/Baby unit.
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Balanced Scorecard…
Balanced Scorecard – What is it?
The Fundamentals –
The Four
Perspectives
What is a balanced scorecard and the four perspectives?
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The Balanced Scorecard What is it?
“The Balanced Scorecard is a strategic planning and management system that helps everyone in an organization understand and work towards a shared vision” (Balanced Scorecard Institute, 2014).
It was developed in the early 1990s by Robert Kaplan and David Norton.
The Balanced Scorecard is a management tool that provides stakeholders with a comprehensive measure of how the organization is progressing towards the achievement of its strategic goals.
What is unique about the Balanced Scorecard approach is that it links strategy with performance and doesn’t measure success by traditional financial metrics. The Balanced Scorecard believes an organization’s strategies and their execution are among the most important factors in performance improvement.
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The Fundamentals-Traditional Perspective
Learning and Growth
Perspective
Internal Process Perspective
Customer Perspective
Financial Perspectives
(Balanced Scorecard Institute, 2014)
Learning and Growth Perspective includes employee training and corporate cultural attitudes related to both individual and corporate self-improvement.
Internal Process Perspective allow the managers to know how well their business is running, and whether its products and services conform to customer requirements (the mission).
Customer Perspective found if customers are not satisfied, they will eventually find other suppliers that will meet their needs.
Financial Perspectives stimulates growth throughout the organization
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Mission Driven & the 4 Perspectives
The Mission, rather than the financial/shareholder objectives, drives the organization’s strategy
“If we succeed, how will we look to our financial donors?”
“To achieve our vision, how must we look to our customers?”
“To satisfy our customers, financial donors and mission, what business processes must we excel at?”
“To achieve our vision, how must our people learn, communicate, and work together?”
The four perspectives of a traditional balanced scorecard apply to mission driven as well as profit driven organizations. In this depiction, the scorecard is mission driven.
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Using Kaplan & Norton’s Scorecard for Gordon’s Mother/Baby Unit
(Kaplan, 2010)
Here is a depiction of the Mission driven balanced scorecard of Gordon’s Mother/Baby Unit.
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Strategic Goals of Gordon’s Mother/Baby Unit
Financial Perspective: Employees will have a high level of engagement
Customer Perspective: Creating and maintaining a patient-centered care environment
Learning and Growth Perspective: Promoting educational excellence in the development of experts
Internal Process: Employee retention, absenteeism, job performance, and recruitment
(Lowe, 2012; Sunnybrook, 2014)
Financial Perspective: The strategic goal of employees having a high level of engagement is shown to produce an environment that provides higher-quality services and better financial performances.
Customer Perspective: The strategic goal of creating and maintaining a patient-centered care environment can be measured using a questionnaire for the employees who have direct patient contact and measures patient care by level of engagement.
Learning and Growth Perspective: The strategic goal of educational excellence in development of experts pertains to both the employees and the mentoring of students.
Internal Process: The strategic goal of employee retention, absenteeism, job performance, and recruitment (which is a reflection on employer reputation) is influenced by engagement.
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Success!
Financial
Customer
Learning and Growth
Internal
Financial: Gordon Hospital provides $15.4 million in direct community benefit which includes $6.6 million in Charity care to the underprivileged. Less then 200 babies were delivered in 1995 and now over 600 expectant mothers deliver yearly in Gordon’s Mother/Baby unit (Gordon Hospital, 2015).
Customer: the Mother/Baby unit is ranked number one in Georgia Trend among the other 56 small hospitals in Georgia (Dunkin, 2013).
Learning and Growth: Financial incentives are given for further educational degrees along with other incentives to develop essential competencies (Gordon Hospital, 2015).
Internal: Gordon’s Mother/Baby ranks the highest in job performance among patient surveys. They have a low employee turn over rate, must employees have been with the facility for over ten years (Gordon Hospital, 2015).
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Applying Gordon’s Strategies to Nursing Faculty
Financial Perspective: Faculty will have a high level of engagement through encouragement to participate in the planning process.
Customer Perspective: Creating and maintaining a student-centered care environment
Learning and Growth Perspective: Promoting educational excellence in the development of experts
Internal Process: Employee retention, absenteeism, job performance, and recruitment
(Lowe, 2012; Sunnybrook, 2014)
As you can see, using the same scorecard for Gordon Hospital, the strategic goals can easily be applied to Nursing Faculty.
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Conclusion
Engaged Environment for Patients and Employees
Encouragement from Management
Exemplary Unit
NASCAR
In conclusion.
The productivity of the mother/baby unit at Gordon Hospital has increased from its conception in 1995 of less than 200 live births to now ranging from 600 to 800 per year. The reasons have to do with an engaged environment, management involvement, and an exemplary unit that uses a NASCAR mentality!
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Engaged Environment for Patients and Employees
‘Homelike’ Private Suites
High Technology
Continuous Patient Contact
(Gordon Hospital, 2015)
The private “homelike” high tech suites that are used from admittance to delivery and then post-partum allows the staff to maintain a continuous direct patient contact fostering an engaged environment.
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Encouragement from Management
Further Competencies
Pay Increase for Advanced Degrees
Preceptorship Training
The nursing staff is given encouragement and incentive to further competencies and education. The unit has always performed in an exemplary manner regarding nursing student contact.
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Exemplary Unit
Low Employee Turnover
Longevity of Employment
Staff Waiting List
This unit has a very low employee turn over rate with most staff having been there for over ten years. They maintain a waiting list of staff from other departments who want to transfer when availability occurs.
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NASCAR Pit Crew
Team knows exactly what they need to do
Team knows the order of things
Team communication
Team knows the target
Team has the right tools and technology
Work area is prepared
“Remember, every split second is
crucial!” (Netzel, 2015).
The best way to describe the efficiency of this unit is with a comparison to NASCAR. “Everyone on the team knows exactly what it is they need to do; the team also knows what order these need to be done in; the team communicates amongst each other to let the others know how they are doing or if there are issues; the team members know exactly what the target is for each task and the overall target to complete the project and get the driver back in the race; they have all of the needed technology and tools to best do their tasks; only the specific tools that are needed to complete their tasks are in the work areas. This prevents looking for things. Remember, every split second is crucial when winning a race or delivering a baby!” Thank You!
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References:
Balanced Scorecard Institute. (2014). Building & implementing a balanced scorecard: Nine steps to success. Retrieved from https://balancedscorecard.org /
Becker’s Hospital Review Staff. (2015). 150 great places to work in healthcare 2015. Becker’s Hospital Review. Retrieved from http://www.beckershospitalreview.com/lists/150-great-places-to-work-in-healthcare-2015.html.
Dunkin, M. A. (2013). High marks for healthcare: Some of the nation’s top-ranked medical programs are right here in Georgia. Georgia Trend. Retrieved from http://mydigimag.rrd.com/publication/?i=185507
Gallup Staff. (2015). Gallup great workplace award. Retrieved from
http:// www.gallup.com/events/178847/gallup-great-workplace-award.aspx
Gordon Hospital. (2015). About us. Retrieved from http:// wwwgordonhospital.com/aboutus.aspx
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References Cont.
Gordon Hospital. (2015). News. Retrieved from http://www.gordonhospital.com/news/gordon-
hospital-named-a-great-place-to-work-in-health-care
Kaplan, R. S. (2010). Conceptual foundations of the balanced scorecard. Harvard Business School, Harvard University. Retrieved from http:// www.hbs.edu/faculty/Publication%20Files/10-074.pdf
Lowe, G. (2012). How employee engagement matters for hospital performance. Healthcare Quarterly, 15(2), 29-39.
Morrison, J., Bellanca, R. B., & Abernethy, B. (2014). Leading strategic planning through
faculty engagement. Retrieved from
http:// cop.hlcommission.org/Leadership/morrison/Print.html
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References Cont.
Netzel, M. (2015, May 16). Re: What can management learn from NASCAR [Web Log
message]. Retreived from http://markqualitynetzel.com/2013/05/16/what-can-management-learn-from-nascar /
Sanaghan, P. & Hinton, M. (2013). Essay on how to do strategic planning. Inside Higher Ed. Retreived from https:// www.insidehighered.com/advice/2013/07/03/essay-how-do-strategic-planning
Sunnybrook’s Health Sciences Centre. (2014). Sunnybrook’s strategic balanced scorecard.
Retrieved from http://sunnybrook.ca/scorecard /
The Joint Commission. (2014). The joint commission: Inspiring health care excellence.
Retrieved from http:// www.jointcommission.org
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Figure 2:
Financial Perspective:
Employee productivity
and costs
MISSION
Internal Process
Perspective: Retention,
recruitment, and
employer reputation
Customer
Perspective: Quality
and patient safety
Learning & Growth
Perspective: Research and
Education
