Case Study: St. Mary’s Duluth ClinicAn innovative leader in healthcare for northeastern Minnesota and north-western Wisconsin, St. Mary’s Duluth Clinic Health System (SMDC)encompasses 20 clinics, a 350-bed tertiary medical center, two communityhospitals, and a specialty care facility. SMDC’s medical team of more than400 physicians and 200 allied healthcare providers work with an experiencedstaff of more than 6,000 to provide primary care, specialty services, and med-ical technology to families in their own communities. SMDC began using thebalanced scorecard when it was a newly merged organization facing decreasedrevenues as a result of financial constraints in the healthcare environment, suchas the Balanced Budget Act. Since then, the balanced scorecard has becomethe cornerstone for all strategic decisions, providing direction for daily deci-sion making.Not only has SMDC made the balanced scorecard the framework for allleadership sessions, but it has also used the balanced scorecard to align its serv-ice lines and regional community clinics, link its budget to the strategy, and dis-seminate strategic awareness to every employee. In addition to improved fiscalstrength, SMDC’s patients are also feeling better; they now enjoy easier accessto the primary care clinics, and their overall satisfaction with both hospitals andclinics continues to climb. With such significant gains, SMDC has created apromising prognosis for its own institution and for those it serves.
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Case Study: St. Mary’s Duluth Clinic An innovative leader in healthcare for northeastern Minnesota..