Document Type
Article
Publication Date
8-2002
Abstract
Bridgeport Hospital and Healthcare Services (BHHS) in Bridgeport, Conn., a part of the Yale New Haven Health System (YNHHS), embraced the balanced scorecard because it had been experiencing a loss in revenue and income due to managed care penetration in the local marketplace. This hospital is not alone in facing financial pressures. The balanced scorecard provides the framework for measuring performance in a complex and changing medical environment. Still retaining financial measures, the following drivers of financial success are incorporated into Bridgeport's scorecard: quality clinical outcomes; expert clinical care providers; satisfied patients, doctors, and staff; and volume and market-share growth. A look is taken at how Bridgeport Hospital implemented the balanced scorecard - and how this performance measurement system checks the health of the hospital.
Recommended Citation
Gumbus, Andra, Bridget Lyons, and Dorothy E. Bellhouse. "Journey to Destination 2005." Strategic Finance 84.2 (2002): 46-50.
Included in
Business Administration, Management, and Operations Commons, Health Services Administration Commons
Comments
Published: Gumbus, Andra, Bridget Lyons, and Dorothy E. Bellhouse. "Journey to Destination 2005." Strategic Finance 84.2 (2002): 46-50.