Multidimensional evaluation of performance: experimental application of the balanced scorecard in Ferrara university hos
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BioMed Central
Open Access
Methodology
Multidimensional evaluation of performance: experimental application of the balanced scorecard in Ferrara university hospital Adriano Verzola*1, Roberto Bentivegna2, Gianni Carandina3, Lucio Trevisani4, Pasquale Gregorio5 and Alberto Mandini1 Address: 1Management Planning and Control, St Anna University Hospital, Ferrara, Italy, 2Medical Direction Committee, St Anna University Hospital, Ferrara, Italy, 3Analysis Laboratory, St Anna University Hospital, Ferrara, Italy, 4Digestive Endoscopy, St Anna University Hospital, Ferrara, Italy and 5Post Graduate School in Hygiene and Preventive Medicine, Ferrara University, Ferrara, Italy Email: Adriano Verzola* - [email protected]; Roberto Bentivegna - [email protected]; Gianni Carandina - [email protected]; Lucio Trevisani - [email protected]; Pasquale Gregorio - [email protected]; Alberto Mandini - [email protected] * Corresponding author
Published: 8 September 2009 Cost Effectiveness and Resource Allocation 2009, 7:15
doi:10.1186/1478-7547-7-15
Received: 24 November 2008 Accepted: 8 September 2009
This article is available from: http://www.resource-allocation.com/content/7/1/15 © 2009 Verzola et al; licensee BioMed Central Ltd. This is an Open Access article distributed under the terms of the Creative Commons Attribution License (http://creativecommons.org/licenses/by/2.0), which permits unrestricted use, distribution, and reproduction in any medium, provided the original work is properly cited.
Abstract Background and Aims: One of the best-known performance planning and evaluation techniques utilising both monetary and non-monetary data is the Balanced Scorecard (BSC). This is a means of rationalising the global activity of a business in the attempt to create value, and to translate the company vision into a set of tactical objectives and measurable strategies. The aim of this study was to implement and evaluate the use of BSC in two departments of the St. Anna University Hospital, Ferrara: the Analysis Laboratory and Digestive Endoscopy operating units (OU). Materials and methods: With the collaboration of the health workers involved, a precise methodological programme was pursued: Definition of the strategic map from 4 perspectives, according to Kaplan and Norton, Definition of the Key Performance Areas (KPA), or macroobjectives, Identification of the cause-effect relationships between KPAs, Identification of the subobjectives of each KPA, Definition of the Key Performance Indicators (KPI), Definition of the weight/importance of each objective in the global evaluation. Results: The information gathered permitted the definition of macro- and sub-objectives for each perspective, as well as determining the relevant indicators, standards, weights, frequency of detection and means of acquisition. Strategic maps showing the cause/effect relationships in each OU were created, as were 'evaluation panels', which describe the global performance of each department. For each perspective, the fundamental data were summarised
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