Designing a Performance Evaluation Model Based on Balanced Score Card and Analytic Hierarchy Process Methods: Montaserieh Hospital

Abstract

Background: Balanced Score card is a performance evaluation tool that in combination with the AHP approach, creates a framework for transforming vision and mission to a set of targets and indicators, on the basis of importance in terms of the customer, financial and internal processes, and growth and learning perspectives. Objectives: The aim of this study was to evaluate the performance of Montaserieh hospital in 2015 using the balanced score card approach. Methods: This study combined quantitative and qualitative methods, and was conducted in Montaserieh Hospital in Mashhad, Iran, during year 2015. First, through group discussion sessions among the members of score card, a list of performance assessment indices were prepared using the BSC approach, and then the list was finalized using the Delphi method. After that, the hospital strategic map was illustrated based on its objectives, and with the completion of analytic hierarchy process (AHP) standard questionnaires, the priority of visions and indices with adjustment rate lower than 0.1 was obtained from 14 experts. At the end, the realization of each of the visions and indices and the hospital performance during 2015 was evaluated. Results: Thirty-four indices were selected regarding the four visions of the model, as seven indices were placed in each of the visions of customer, financial, growth and learning, and 13 indices for the processes vision. Among the visions of BSC, customer vision with 58.26% was more powerful than the other ones. Among the indices, the index of percentage of respondents (0.39) had the highest factor of importance among the hospital indices. The final score for hospital performance in 2015 was obtained as 89.27%. Based on the analysis obtained from the AHP questionnaire pair wise comparison, the importance coefficient was calculated as 65.7%, 19.7%, 9% and 5.6% for customer, financial, processes, and growth and learning, respectively. Conclusions: Given the gap between expected objectives and current status of the hospital and resource constraints and conditions, the hospital should consider the priority and weight of each of the visions and indices for its future planning to identify the appropriate goals and define improvement projects more efficiently, and take effective steps for better performance.