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EXECUTION OF THE BALANCED SCOREBOARD STRATEGIC CONCEPT

Traditionally, organizations tend to measure and evaluate their performance based solely on financial charts and figures, often overlooking intangible but essential factors such as organizational culture which provide the motivation to achieve sustainable growth. In response to this, MacKay Memorial Hospital introduced the Balanced Scorecard (BSC) Strategic Concept in year 2001, a model first published by Kaplan and Norton in 1992.

The advantage of this concept is that it not only preserves the virtue of evaluating operating performance according to financial results but also enables us to focus on non-financial indicators, such as customer satisfaction, internal operation flow, continuous learning, and personal growth and social commitment. It will better enable us to implement organizational strategies in our daily operations, thus improving organizational competitiveness and quality-control, and eventually to achieve well-balanced development and sustainable growth.

In 2001, led by our superintendent Dr. C. S. Huang, an elite task force drafted a vision for the future, a mission statement for the hospital's ministry, and identified its core values as our guiding principles. Later, the team was divided into four units focusing on different functions: Finance, Customer Relations, Operation and Continuing Education. Each unit is to meet twice a year in March and August, with additional ad hoc meetings as needed, to review and evaluate results from previous months and come up with action plans to strengthen weak areas. All four units are to propose strategic goals and plans, in accordance with our annual budget principle.

 

It is now the fifth year since the implementation of the Balanced Scorecard concept.

In addition to continuous evaluation, the team delegated the utilization of strategic benchmarking indicators, normally a task reserved for top management, to the operational level three years after implementing BSC. The team also asked each unit to propose annual plans and a budget, based on the BSC structure, delegating more responsibility to the lower levels of the organization. We also plan to add a fifth dimension to the BSC in the Taipei centers, that of social commitment, in hopes of better serving our society and fulfilling the mission and vision of our ministry.


Traditionally, organizations tend to measure and evaluate their performance based solely on financial charts and figures, often overlooking intangible but essential factors such as organizational culture which provide the motivation to achieve sustainable growth. In response to this, Mackay Memorial Hospital introduced the Balanced Scorecard (BSC) Strategic Concept in year 2001, a model first published by Kaplan and Norton in 1992.

The advantage of this concept is that it not only preserves the virtue of evaluating operating performance according to financial results but also enables us to focus on non-financial indicators, such as customer satisfaction, internal operation flow, continuous learning, and personal growth and social commitment. It will better enable us to implement organizational strategies in our daily operations, thus improving organizational competitiveness and quality-control, and eventually to achieve well-balanced development and sustainable growth.

In 2001, led by our superintendent Dr. C. S. Huang, an elite task force drafted a vision for the future, a mission statement for the hospital's ministry, and identified its core values as our guiding principles. Later, the team was divided into four units focusing on different functions: Finance, Customer Relations, Operation and Continuing Education. Each unit is to meet twice a year in March and August, with additional ad hoc meetings as needed, to review and evaluate results from previous months and come up
with action plans to strengthen weak areas. All four units are to propose strategic goals and plans, in accordance with our annual
budget principle.

It is now the fifth year since the implementation of the Balanced Scorecard concept.

In addition to continuous evaluation, the team delegated the utilization of strategic benchmarking indicators, normally a task
reserved for top management, to the operational level three years after implementing BSC. The team also asked each unit to propose
annual plans and a budget, based on the BSC structure, delegating more responsibility to the lower levels of the organization. We also plan to add a fifth dimension to the BSC in the Taipei centers, that of social commitment, in hopes of better serving our society and fulfilling the mission and vision of our ministry.

PROJECT PLANNING & MANAGEMENT

The responsibilities of the Planning and Management Unit include:

1. Assistance in drafting and executing strategies

2. Space utilization.

3. Evaluation and monitoring of efficiency.

4. Human resource development and training.

5. Evaluation and improvement of departmental operations.

6. Monitoring of clinical and administrative quality.

7. Tracking and supervising of major projects.