The goal of this assignment is to generate recommendations for process improvement and organizational fitness. You will make your recommendations for the organization you selected in Unit 7 for the balanced scorecard PowerPoint presentation and which you presented in the Unit 8 assignment. Apply the concepts of balanced scorecards to create your recommendations.
To complete the assignment, write a paper in which you:
Describe the selected organization, including its vision and mission.
Analyze the company using any adaptation of the Kaplan and Norton balanced scorecard framework that fits your selected organization. Use the materials listed at the beginning of this assignment.
Communicate vision, strategy, objectives, measures, targets, and initiatives for each of the following four elements through a macro-level discussion:
Financial performance measures.
Internal business processes.
Learning and growth.
Convey the organization’s values through an ethical, organizational, and directional strategy.
Synthesize evidence-based and best practices into recommendations for monitoring and improving discussions.
Generate one recommendation for each of the following:
In y our recommendations, use specific language and include evidence-based concepts from peer-reviewed literature, including a minimum of four outside peer-reviewed sources.
Communicate information and ideas clearly, accurately, and concisely, including reference citations and using correct grammar.
Written communication:Written communication is free from errors that detract from the overall message.
APA formatting: Resources and citations are formatted according to APA style and formatting guidelines. Use APA format for:
Table of contents, including list of figures and tables.
Headings and subheadings.
Number of resources: A minimum of six resources. The Norton and Kaplan articles, “The Balanced Scorecard: Measures that Drive Performance” and “Linking the Balanced Scorecard to Strategy,” will serve as two resources.
Length of paper: 10–12 typed double-spaced pages.
Font and font size: Arial, 10 point.
Phoebe Putney Health System’s Balanced-Scorecard Analysis
September 6, 2020
Phoebe Putney Health System is one of the leading healthcare facilities in South Georgia.
Mission: to empower the community to promote health.
Shows above average balanced scorecard financial, customer-related, business-process performance, and growth performances.
The hospital ought to apply the recommended strategies to align its operations with its values.
Phoebe Putney Health System is one of the leading healthcare facilities in South Georgia in terms of quality healthcare and size. Its mission is to empower the community to promote the health of the society, while its core values include safety, community empowerment, compassion, service, and commitment. The hospital’s balanced scorecard appraisal indicates that it’s financial, customer-related, business-process performance, and growth performances respectively are above average. Nevertheless, the hospital ought to increase its asset utilization, increase access to quality care by poor populations, and increase the scope of education and training in order to align its business and healthcare-related services with its mission, values, and vision accordingly.
The healthcare organization is a non-profit network.
Employs more than 4,500 physicians, nurses, and volunteers.
The organization is focused on delivery of high quality healthcare services.
Phoebe is among the leading organizations in specialized services such as oncology and orthopaedics.
About Phoebe Putney Health System
Phoebe Putney Health System (PPHS) is a not-for-profit healthcare organization that employs more than 4,500 physicians, nurses, and volunteers, and other professional staff. The organization is focused on the delivery of high quality healthcare services to the more than 500,000 residents in 41 counties, and is also dedicated to improving the quality of healthcare services with the intention of promoting community health in Georgia. The Phoebe is among the leading healthcare organizations in specialized services such as oncology, orthopaedics, women’s health, and offer clients the most advanced therapeutic and diagnostic treatment available in the healthcare industry.
Mission: to empower the Phoebe community to promote the health of the society.
Vision: to improve the lives of the society.
Commitment to improving healthcare services.
Mission, Vision, and Values
Phoebe Putney Health System’s mission is to empower the PPHS family consisting of physicians, nurses and other experts to promote the health of the society; and to embrace a culture centered on delivering great patient care experience and outcomes, promote innovative treatment, and increase access to quality healthcare (Phoebe, 2020). The organization’s vision is to improve people’s lives in Georgia communities by provision of affordable high quality healthcare services. Its core values include safety of all stakeholders including patients through the ‘zero harm’ policy (Phoebe, 2020). The organization is focused on the community, which includes its employees, friends, neighbors, and residents in general to promote unity and good health. The organization also values compassion in regard to work-related healthcare processes; and regards service as a calling. Additionally, Phoebe values commitment to not only improve the quality of their services but also learning from the past and making appropriate adjustments to build a better tomorrow.
The organization’s total assets were valued at $615.78 million in 2018.
The total revenue and gains were $ 530.78 million in 2018.
Total expenses were $528.85 million, with an operating income of $1.9 million.
There was a change in the approach used to estimate the actual lifespan of its resources.
Phoebe bought Palmyra Medical Center for $195 million in 2010.
Phoebe’s total assets were valued at $615.78 million in 2018, down from $625.96 million in 2017 (Phoebe, 2020). The total revenue and gains were valued at $530.78 million whereas the total expenses were $528.89 million in 2018, and the operating income was $1.9 million hence $2.9 million was excess revenue (Phoebe, 2020). In light of the need to minimize costs, the organization changed its approach to estimating the lifespan of its assets and equipment since their estimated lifespan was shorter than the actual lifespan. The new approach was intended to reduce the frequency with which equipment such as computers or beds could be replaced. Phoebe bought Palmyra Medical Center (PMC) at a total cost of $195 million in 2010 (Phoebe, 2020). The acquisition made Phoebe the only organization that that provides all specialized and general healthcare services in Albany-Dougherty County.
Low asset utilization
Steady revenue growth and mix
High Improvement rates
Business Unit Strategies
Fair growth in revenue
Average customer and product line productivity
High revenues from new investments
Big market share
High profitability from product line and customers.
Phoebe hospital’s asset utilization is low since the value of all its assets reduced from $625.96 million in 2017 to $615.78 million in 2018 (Phoebe, 2020). This can be due to the disposal of some properties. Nevertheless, the hospital experienced a steady growth in revenue since the total revenue and growth totaled $530.78 million, while total expenses were $528.85 million and operating income totaled to $1.9 million (Phoebe, 2020). That left $2.9 million in excess revenues in 2018 compared to $5.9 million in 2017. The hospital improves its financial objectives and achieves growth by provision of quality services as a customer-attraction strategy. Phoebe’s business unit strategies’ outcomes include fair growth in revenue, which is can be attributed to acquisitions. Its customer and product line productivity is average since it does not supersede its competitors in other states. The hospital yields high revenue from new investments and acquisitions such as Palmyra Medical Center. New investments and acquisitions has significantly increased the hospital’s market share. Additionally, the hospital’s profitability is high due to diverse product lines, and customers loyalty.
Big market and account share.
High customer retention.
Effective customer acquisition.
High customer satisfaction.
Average customer profitability.
On the aspect of customer-associated performance, PPMH has a significantly big market and customer account share owing to its being the biggest hospital in the region after its acquiring PMC, and which provides all types of healthcare solutions including specialized services. The hospital high customer retention strategies, which include provision of high quality services. The hospital is also good at customer acquisition as evidenced by its aggressive growth initiatives such as new investments and acquisitions that enable it to inherit the acquired organization’s customers. Customer satisfaction is crucial not only for retention and attraction of new customers but also profitability (Kaplan & Norton, 1996). The hospital effectively satisfies its customers by providing a variety of high quality and specialized services not offered by nearby hospitals. Nevertheless, its customer profitability is average owing to the fairly high rates charged since it is a private hospital that can only run by charging for its services.
Effective market identification and penetration.
High priority on creation and improvement of services.
Average strategic planning for core services.
High efficiency in healthcare-service delivery.
Average post-sale service cycle
Internal Business-Process Performance
Phoebe Putney Health System’s innovative cycle depict effective market identification and penetration as seen from its presence in 41 counties; four acute care facilities; and a population service area of 807,306 people (Phoebe, 2020). The hospital has put high priority on creation and improvement of services as it has more than 792 beds, and has established efficiency in sustaining 21,439 admissions (Phoebe, 2020). The hospital’s operational cycle include average strategic performance for core services but high efficiency in health service delivery. It has established community care clinics that have served 37,132 care clinic cases, and offer advanced medical treatment such as cancer-prevention by genetic counseling aimed at treating and preventing cancer (Phoebe, 2020). The hospital has average post-sale cycle in that the rate of follow-up services is not sufficiently high owing to bill-related obstacles on the customer side.
The organization has highly prioritized education and retraining.
The Flaggstone medical student housing promotes medical education.
Expansion of cardiology testing procedures.
Modeling interns and newly hired employees.
Learning and Growth
On the aspect of learning and growth, Phoebe Putney Health System has highly prioritized education and retraining since it supports talented students and pays for their education and eventually employs them. The organization has frequently retrains its employees not only on new innovative healthcare technologies and skills but also on family medicine through scholarly activity, and quality patient care (Phoebe, 2020). Training and empowerment is crucial for meeting sustainable growth since customer satisfaction increases with increase in employee skill advancement and education (Gunduz & Simsek, 2007). The flaggstone student medical housing is one of the biggest learning and growth initiatives established by the PPHS to promote medical education. Another learning and growth initiative is the expansion of cardiology procedures in which the hospital has introduced three additional services after training its employees. It has also established a modeling culture in which newly hired employees and interns, which is aligned to its value of community empowerment.
Increase asset utility through strategic growth.
Increase customer satisfaction by customizing services according to customer characteristics.
Increase access to quality care by poor populations.
Increase the scope of education and training
In terms of financial performance, PPHS need to increase asset utility by focusing on strategic growth and expansion of the product line offered in its subsidiaries rather than increasing the number of subsidiaries that only offer specialized services. In so doing, it would align its value-addition to the community thereby fulfilling its healthcare and financial objectives (Kaplan & Norton, 1996). When it comes to customer-associated performance, PPHS can increase customer satisfaction by customizing its products according to customer characteristics. For example, the hospital can establish mobile clinic models that can increase the frequency of availability of its services in geographic and culturally challenging regions and settings. Further afield, PPHS ought to increase access to quality healthcare services by poor populations by introducing a program that would waiver the bill for poor clients without compromising the hospital’s financial productivity. In so doing, its business-process performance would increase since it would not only gain more customers but also increase its operating scope (Kaplan & Norton, 2005). Last but not least, the hospital can enhance its learning and growth objectives by increasing the scope of education and training. Although training and education is associated with high quality healthcare outcomes, the organization approaches to training is aligned to its profitability goals and objectives rather than empowering employees to realize the best of their abilities and ambitions. As such, the hospital ought to include strategic employee empowerment approaches in order to align its education and training programs with its community-empowerment mission, and its commitment values of bettering professional and personal lives of its community.
The PPHS performs above average on the balanced scorecard.
Provision of high quality services and acquisitions contribute to its strengths.
Increase customer satisfaction by customizing services according to customer characteristics.
Increase access to quality care by poor populations.
Align business and health-related processes to its mission and values.
The PPHS performs above average on the balanced scorecard. Provision of high quality services and acquisitions contribute to its strengths and enabling factors. Nevertheless, the hospital need to increase customer satisfaction by customizing services according to customer characteristics. Additionally, it ought to increase access to quality care by poor populations, and align business and health-related processes to its mission and values. In so doing, it will be able to not only increase its profitability but process efficiency.
Gunduz, M., & Simsek, B. (2007). A strategic safety management framework through balanced scorecard and quality function deployment. Canadian journal of civil engineering, 34(5), 622-630.
Kaplan, R. S., & Norton, D. P. (2005). The balanced scorecard: measures that drive performance. Harvard business review, 83(7), 172.
Kaplan, R. S., & Norton, D. P. (1996). Linking the balanced scorecard to strategy. California management review, 39(1), 53-79.
Phoebe Putney Memorial Hospital, Inc. (2020). Company Profile: Albany, GA: Competitors, Financials & Contacts – Dun & Bradstreet. Phoebe. Retrieved September 01, 2020, from https://www.dnb.com/business-directory/company- profiles.phoebe_putney_memorial_hospital_inc.d6f4339661 3405af3afb2eca9e8051ad.html
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