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Managing strategy to enhance care for children
Aaron Smith1, Jeff Mainland, Irene Blais
1The Hospital for Sick Children, Toronto.
Healthcare Quarterly (Toronto, Ont.)
|October 20, 2011
Summary
The Hospital for Sick Children implemented a Balanced Scorecard strategy, enhancing staff understanding of performance and accountability. This led to significant improvements in organizational culture and measurable performance gains across all levels.
Area of Science:
- Healthcare Management
- Organizational Performance
- Strategy Implementation
Background:
- The Hospital for Sick Children (SickKids) adopted the Balanced Scorecard (BSC) for performance management.
- Previous performance management systems lacked transparency and clear links to organizational strategy.
Purpose of the Study:
- To outline the SickKids strategy management system.
- To detail the journey of BSC adoption and its impact on organizational performance.
- To share best practices in implementing a comprehensive strategy management system.
Main Methods:
- Implementation of the Balanced Scorecard philosophy: measure, monitor, and manage.
- Regular scorecard update meetings to foster understanding and acceptance.
- Focus on aligning individual roles with organizational strategy and mission.
Main Results:
- 70% of staff reported seeing a direct link between personal work objectives and SickKids' strategy.
- 60% of staff were familiar with the newly released strategic plan.
- Measurable improvements in performance at all enterprise levels were observed.
Conclusions:
- The Balanced Scorecard implementation fostered greater transparency and accountability in performance management.
- A cultural shift occurred, with staff better understanding their contribution to strategic execution.
- SickKids' comprehensive strategy management system led to significant, measurable performance improvements.
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