Balance Scorecard

Executive Summary

UPMC is the largest health network in Pittsburgh area, comprising of several hospitals with many specialties where they are highly ranked as some of the first in quality care in the nation. UPMC is nonprofit organization and it is the first health network with this status to fully comply with the Sarbanes-Oxley law. UPMC is also the largest employer in Pennsylvania with more than 55,000 employees and a large innovator in information technology, where products are commercialized nationally and abroad. Besides specialty hospitals, UPMC also operates several academic and community hospitals, as well as more than 400 outpatient centers (UPMC, 2013).

This paper will measure UPMC's performance utilizing a balanced scorecard in order for the organization to focus on what they need to maintain or improve their future perspective and performance. UPMC's main objective is to remain the largest provider, innovator, employer while being a charitable organization. UPMC also focus in customer satisfaction, therefore the balanced scorecard will also help measuring this important area.

Introduction

The balanced scorecard was created in order to focus on the objectives of an organization to achieve success. To build a workable scorecard it is necessary to link measurements to strategy and focus in how the organization will look different to customers, shareholders, internal process and learning, the critical process to achieve the four perspectives and the key measurements which are financial performance, customer satisfaction, internal business processes and learning and growth (Kaplan and Norton, 1996).

The University of Pittsburgh Medical Center (UPMC) is the largest provider in health care in western Pennsylvania and the largest employer throughout the entire state. The balanced scorecard application for UPMC will include the following:

1. Development of the infrastructure of UPMC which includes establishment of new facilities, including outpatient centers, urgent care centers and learning facilities in order to develop learning and growth.

2. Internal processes will arise from the above with the development of new technology for the new facilities.

3. Customer satisfaction will arise from the above with the creation of new facilities in new locations, with new technology that will improve their treatment and wellness.

4. Improved financial measures will arise from the above with return revenue, profits, market share and investments.

Learning and Growth

Costumers are always the priority of any organization that sell goods or services, and they always have to think how to improve their value to satisfy these costumers (Kaplan and Norton, 1996).