1. Developing a Balanced Score Card Session 1
Viki Massey, Quality Coordinator
A Joint Venture of London Health Sciences Centre and St. Joseph’s Health Care London

2. When you can measure what you are speaking about, and express it in numbers, you know something about it; but when you cannot measure it, when you cannot express it in numbers, your knowledge is of a meager and unsatisfactory kind. William Thompson (Lord Kelvin),

3. What is a Balanced Score Card?
A measurement system
A strategic management system
A communication tool

4. BSC as a Measurement System
Translates mission, vision and strategy through objectives and measures
Provides a framework to describe the key elements in the achievement of the strategy
Measures four perspectives
- Customer Relations
- Financial
- Internal Service Process
- Learning, Innovation and Growth

5. BSC as a Measurement System
Financial
Vision and
Strategy
Customer
Relations
Internal Service
Process
Learning,
Innovation and
Growth

6. Financial Perspective
What financial steps are necessary to ensure the execution of our strategy/goals?
Are the program’s/ department’s goals, implementation, and execution contributing to the bottom line?
Are we meeting operational and financial targets?
Dimensions of Quality:
Efficiency
Print for group

7. Internal Service Process Perspective
What critical processes must we excel at to satisfy our customers/stakeholders?
What must be done internally to meet patient/customer expectations?
Dimension of Quality:
Effectiveness
Appropriateness
Safety
Print for group

8. Customer Relations Perspective
Who are our target customers?
How do our patients/customers see us?
How do patients/customers rate our performance?
Dimension of Quality:
Accessibility
Acceptability
Continuity
Print for group

9. Learning, Innovation and Growth Perspective
How can we continue to improve?
What capabilities and tools do our employees need to execute our strategy/goals?
Dimension of Quality:
Competence
Participation
Print for group
This perspective is the foundation for all other perspective measures…like the roots of a tree

10. BSC as a Strategic Management System
Translates strategy into:
Objectives
Measures
Targets
Initiatives

11. Translating with the BSC
Desired state
Differentiating activities
What must be done
well to implement
strategies
How strategic
success is
measured
Mission Vision
Strategy/Goals
Objectives
In each perspective
Measures
In each perspective

12. LLSG Mission Statement
In the spirit of innovation and collaboration, London Laboratory Services Group (LLSG) provides the health care system with appropriate and comprehensive diagnostic, therapeutic and consultative services of the highest quality.

13. LLSG Goals/Strategy The London Laboratory Services Group will:
be recognized as a centre of excellence and leader in providing diagnostic services
develop an understanding of the needs of the users of our services
be responsive to the needs of other health care providers
communicate openly with users of our services
be a leader in developing and implementing new technologies
provide diagnostic and therapeutic services for the hospital, the region and beyond

14. LLSG Goals/Strategy cont’d
The London Laboratory Services Group will:
provide cost effective and efficient services
provide an atmosphere of team work which is responsive to and supportive of learning
collaborate with researchers to advance medical science
partner with educational institutions to provide training for medical professionals
develop partnerships with industry and other institutions which will enhance the range and scope of laboratory services

15. BSC as a Communication Tool
Describes and translates strategy to
employees through clear and objective performance measures
Example
Goal: LLSG will provide cost effective and efficient services
Objectives: Reduce costs
Increase productivity
Measures: Supply costs
Workload

16. Today’s Exercise Form 4 groups- one for each perspective
Within each group:
Appoint a scribe/presenter
Brainstorm objectives
Record all objectives
Present objectives to other groups
Record other objectives as suggested by the other groups

17. Brainstorming Exercise
Purpose: to generate multiple ideas, in this case for developing BSC objectives

18. BSC Objectives
Describe the activities that we must perform well to successfully implement strategy/goals
Answer the questions associated with each perspective
Start with an action verb: increase, develop, improve, lower, achieve etc.

19. Brainstorming Exercise
Rules:
No idea is a bad idea
Be creative
Take risks
No criticism allowed

20. Brainstorming Exercise
Method: Round Table
Out loud; round robin, one by one, each person states an idea which the scribe then records OR
In silence; write ideas down on sticky notes. Pass notes to scribe to review out loud and record
Continue around the table until all ideas are exhausted

21. Next Steps Review BSC perspective guides
Review objectives generated by the brainstorming exercise
Consolidate and clarify objectives
Vote on top candidates
Trim list to a maximum of 3 per BSC perspective

22. Reference
Balanced Score- Step by Step: Maximizing Performance and Maintaining Results
Paul R. Niven