Using the balanced scorecard in the development of community partnerships

Abstract

The benefits of community partnerships have been well established in the health service literature. However, measuring these benefits and associated outcomes is relatively new. This paper presents an innovative initiative in the application of a balanced scorecard framework for measuring and monitoring partnership activity at the community level, while adopting principles of evidence-based practice to the partnership process. In addition, it serves as an excellent example of how organizations can apply scorecard methodology to move away from relationship-based partnerships and into new collaborations of which they can select - using a formal skill and competency assessment for partnership success.

Performance implications of public–private partnerships in research hospitals: Lessons from the involvement of a charity

“…In particular, it extends previous literature on the advantages of PPPs for the performance by providing empirical evidence that collaborations can be beneficial for public RHs. 5,22,23,[42][43][44] Differently from the studies investigating the efficiency of PPPs, our article shows that these collaborations have financial and nonfinancial performance implications for both care and research activities. Thereby, it addresses the research gap related with the examination of non-financial aspects of performance.…”

Theoretical contribution to develop the classical Balanced Scorecard to health care needs

“…9 In the last few years, scholars and managers have focused a great deal of attention on the Balanced Scorecard as a strategic management tool supporting public administrations. [10][11][12][13] Methods The Balanced Scorecard approach in public health care: a proposal The strategic environment in which the Regional Government Health Department and public health care providers operate, in addition to the limited ability of these two players to fully exercise their discretionary powers in defining strategic actions, make it difficult to apply the Balanced Scorecard or, at least, to apply some of the scorecard's perspectives. By analysing, in particular, the three sections of the Balanced Scorecard (Table 1), 14 it becomes clear that the Health Department is only able to fully exercise its discretionary powers (according to the guidelines indicated in the Regional Public Health Plan) in defining the Strategy Map and Measures Section of the Balanced Scorecard, whereas a series of problems inherent in the Targets section of the Balanced Scorecard and the Action Plan limit its discretionary powers.…”