%0 Journal Article
%T Multidimensional evaluation of performance with experimental application of balanced scorecard: a two year experience
%A Silvia Lupi
%A Adriano Verzola
%A Gianni Carandina
%A Manuela Salani
%A Paola Antonioli
%A Pasquale Gregorio
%J Cost Effectiveness and Resource Allocation
%D 2011
%I BioMed Central
%R 10.1186/1478-7547-9-7
%X In the first experience with BSC we distinguished four perspectives, according to Kaplan and Norton, identified Key Performance Areas and Key Performance Indicators, set standards and weights for each objective, collected data for all indicators, recognized cause-and-effect relationships in a strategic map. One year later we proceeded with the next data collection and analysed the preservation of framework aptitude to measure Operative Unit performance. In addition, we verified the ability to underline links between strategic actions belonging to different perspectives in producing outcomes changes.The BSC was found to be effective for underlining existing problems and identifying opportunities for improvements. The BSC also revealed the specific perspective contribution to overall performance enhancement. After time results comparison was possible depending on the selection of feasible and appropriate key performance indicators, which was occasionally limited by data collection problems.The first use of BSC to compare performance at Operative Unit level, in course of time, suggested this framework can be successfully adopted for results measuring and revealing effective health factors, allowing health-care quality improvements.Health-care organizations are operating in a complex environment. Financial pressures from government, the need to arrange integrated care and improve performance for multiple stakeholders, as well escalating costs are driving administrators to search for effective management tools. In addition, all aspects of the sector are being asked to account for their performance and to demonstrate efficiency and effectiveness in providing services to their clients.Financial measures alone are not sufficient to measure performance. Other factors missing from traditional financial reporting such as competence, customer focus, operational efficiency, innovation and knowledge must be carefully considered. Adopting Balanced Scorecard (BSC) in healthcare org
%U http://www.resource-allocation.com/content/9/1/7