THE BALANCED SCORECARD of Gordon Hospital’s Mother/Baby Unit Sylvia N. Driver South University Hello, My name is Sylvia Driver and I will be presenting an organizational analysis and balanced scorecard on the Mother/Baby unit of Gordon Hospital in Calhoun, Georgia. 1 Gordon Hospital’s Background History of the Hospital Adventist Health System The Number “1” Small Hospital in Georgia Employee Engagement and Satisfaction Joint Commission In my past, I have worked as a nurse in two different hospitals, however, I have taken nursing students to their clinicals in over 15 different hospitals in a variety of areas. Out of all of the hospitals I have experienced, Gordon Hospital stands out as an exceptional facility that excels in team performance. In the next slides I will go over a brief background of the history of the hospital, it’s ranking in Georgia, employee engagement and satisfaction and it’s accreditation. 2 History Began in 1935 New Management in 1981 Adventist Health System since 1994 New Beginnings Maternity Center 1995 (Gordon Hospital, 2015) On the two floors above the drug store and the Atlanta Gas Light Company, one doctor created Calhoun’s first four bed hospital in 1935. Adventist Health System took over management in 1981 then purchased the hospital in 1994. One year later, the New Beginnings Maternity Center was open. Today, it is a 69 bed community hospital with an estimated $37 million expansion and renovation planed over the next couple of years. 3 Adventist Health System The Environment The Primary Focus Dedication Excelling The Adventist Health System is a not-for-profit Christ-centered environment focusing on emotional, physical and spiritual health. The primary focus is dedicated to safety, rigorous self-assessment, performance improvement, corporate integrity and service management. This hospital has excelled in their organizational structure as it relates to patient care, community response and employee satisfaction. 4 Number “1” Small Hospital in Georgia Georgia Trend (Dunkin, 2013) Becker’s Hospital Review (Staff, 2015) In Georgia, hospitals less than 150 beds are considered small hospitals. In 2013, Mary Dunkin’s article in the Georgia Trend magazine reported that Gordon Hospital ranked number 1 out of 56 small hospitals in Georgia. Rankings were based on “quality of care, patient satisfaction, mortality, readmission statistics, and data on hospital acquired infections and conditions”. According to Becker’s Hospital Review that focused only on employee’s responses, Adventist Health System was named as one of the 150 great places to work in healthcare for both 2014 and 2015. The 150 were chosen for “their benefit offerings, wellness programs, commitment to diversity and inclusion, professional development opportunities and environments that promote employee satisfaction and work-life balance”. 5 Employee Engagement and Satisfaction Gordon’s Employee Benefits Employee Engagement Ga.

1. THE BALANCED SCORECARD
of Gordon Hospital’s Mother/Baby Unit
Sylvia N. Driver
South University
Hello, My name is Sylvia Driver and I will be presenting an
organizational analysis and balanced scorecard on the
Mother/Baby unit of Gordon Hospital in Calhoun, Georgia.
1
Gordon Hospital’s Background
History of the Hospital
Adventist Health System
The Number “1” Small Hospital in Georgia
Employee Engagement and Satisfaction
Joint Commission
In my past, I have worked as a nurse in two different hospitals,
however, I have taken nursing students to their clinicals in over
15 different hospitals in a variety of areas. Out of all of the
hospitals I have experienced, Gordon Hospital stands out as an
exceptional facility that excels in team performance. In the next
slides I will go over a brief background of the history of the
hospital, it’s ranking in Georgia, employee engagement and
satisfaction and it’s accreditation.
2
History
Began in 1935

2. New Management in 1981
Adventist Health System since 1994
New Beginnings Maternity Center 1995
(Gordon Hospital, 2015)
On the two floors above the drug store and the Atlanta Gas
Light Company, one doctor created Calhoun’s first four bed
hospital in 1935. Adventist Health System took over
management in 1981 then purchased the hospital in 1994. One
year later, the New Beginnings Maternity Center was open.
Today, it is a 69 bed community hospital with an estimated $37
million expansion and renovation planed over the next couple of
years.
3
Adventist Health System
The Environment
The Primary Focus Dedication
Excelling
The Adventist Health System is a not-for-profit Christ-centered
environment focusing on emotional, physical and spiritual
health.
The primary focus is dedicated to safety, rigorous self-
assessment, performance improvement, corporate integrity and
service management.
This hospital has excelled in their organizational structure as it
relates to patient care, community response and employee

3. satisfaction.
4
Number “1”
Small Hospital in Georgia
Georgia Trend (Dunkin, 2013)
Becker’s Hospital Review (Staff, 2015)
In Georgia, hospitals less than 150 beds are considered small
hospitals. In 2013, Mary Dunkin’s article in the Georgia Trend
magazine reported that Gordon Hospital ranked number 1 out of
56 small hospitals in Georgia. Rankings were based on “quality
of care, patient satisfaction, mortality, readmission statistics,
and data on hospital acquired infections and conditions”.
According to Becker’s Hospital Review that focused only on
employee’s responses, Adventist Health System was named as
one of the 150 great places to work in healthcare for both 2014
and 2015. The 150 were chosen for “their benefit offerings,
wellness programs, commitment to diversity and inclusion,
professional development opportunities and environments that
promote employee satisfaction and work-life balance”.
5
Employee Engagement and Satisfaction
Gordon’s Employee Benefits
Employee Engagement
Gallup’s Great Workplace Award
Lowe (2012) summarizes the success of any organization is …
engaged employees!
(Gallup, 2015; Gordon Hospital, 2015)

4. As part of the Adventist group, Gordon Hospital offers
employee benefits such as a “tuition reimbursement program,
employee wellness programs, company-paid flu shots, and
employee discount in their café with healthy menu options,
other employee discount programs, leadership development
opportunities and an employee assistance program, which
provides access to a professional who can offer employees and
their families support and direction”.
For 4 years, Advents Health System hospitals have won the
Gallup’s Great Workplace Award with Gordon Hospital’s
workforce receiving the honor for 2015.
Former registered nurse and now president and CEO of Gordon
Hospital, Pete Weber explains how management at Gordon
“understand that engaged employees offer a better patient
experience and contribute to improved health care deliver”.
6
Joint Commission
Who are we?
Gordon’s Leadership Goal
Gold Seal of Approval
(Gordon Hospital, 2015; The Joint Commission, 2014)
The Joint Commission was founded in 1951 to evaluate, accredit
and certify health care organizations and program in the United
States. As an independent, not-for-profit organization, it is the
nation’s oldest and largest standards-setting and accrediting
body In health care.
Gordon Hospital’s leadership goal of building a healthy
workplace is supported by the Joint Commission’s Gold Seal of

5. Approval.
The Gold Seal of Approval is obtained through an objective
evaluation process to help health care organizations assess,
measure and improve performance to meet their overall mission.
7
The Mission and Values
Statement
“We are a family of professional caregivers motivated by
Christian values to provide the highest quality physical, mental,
emotional and spiritual healthcare, while extending the healing
love of Christ to all we serve” (Gordon Hospital, 2015).
This is Gordon Hospital’s mission and value statement: “We are
a family of professional caregivers motivated by Christian
values to provide the highest quality physical, mental,
emotional and spiritual healthcare, while extending the healing
love of Christ to all we serve”.
Taking this mission statement, I will build a balanced scorecard
for Gordon’s Mother/Baby unit.
8
Balanced Scorecard…
Balanced Scorecard – What is it?
The Fundamentals –
The Four
Perspectives
What is a balanced scorecard and the four perspectives?
9

6. The Balanced Scorecard
What is it?
“The Balanced Scorecard is a strategic planning and
management system that helps everyone in an organization
understand and work towards a shared vision” (Balanced
Scorecard Institute, 2014).
It was developed in the early 1990s by Robert Kaplan and David
Norton.
The Balanced Scorecard is a management tool that provides
stakeholders with a comprehensive measure of how the
organization is progressing towards the achievement of its
strategic goals.
What is unique about the Balanced Scorecard approach is that it
links strategy with performance and doesn’t measure success by
traditional financial metrics. The Balanced Scorecard believes
an organization’s strategies and their execution are among the
most important factors in performance improvement.
10
The Fundamentals-Traditional Perspective
Learning and Growth
Perspective
Internal Process Perspective
Customer Perspective
Financial Perspectives
(Balanced Scorecard Institute, 2014)

7. Learning and Growth Perspective includes employee training
and corporate cultural attitudes related to both individual and
corporate self-improvement.
Internal Process Perspective allow the managers to know how
well their business is running, and whether its products and
services conform to customer requirements (the mission).
Customer Perspective found if customers are not satisfied, they
will eventually find other suppliers that will meet their needs.
Financial Perspectives stimulates growth throughout the
organization
11
Mission Driven & the 4 Perspectives
The Mission, rather than the financial/shareholder objectives,
drives the organization’s strategy
“If we succeed, how will we look to our financial donors?”
“To achieve our vision, how must we look to our customers?”
“To satisfy our customers, financial donors and mission, what
business processes must we excel at?”
“To achieve our vision, how must our people learn,
communicate, and work together?”
The four perspectives of a traditional balanced scorecard apply
to mission driven as well as profit driven organizations. In this
depiction, the scorecard is mission driven.

8. 12
Using Kaplan & Norton’s Scorecard for Gordon’s Mother/Baby
Unit
(Kaplan, 2010)
Here is a depiction of the Mission driven balanced scorecard of
Gordon’s Mother/Baby Unit.
13
Strategic Goals of Gordon’s Mother/Baby Unit
Financial Perspective: Employees will have a high level of
engagement
Customer Perspective: Creating and maintaining a patient-
centered care environment
Learning and Growth Perspective: Promoting educational
excellence in the development of experts
Internal Process: Employee retention, absenteeism, job
performance, and recruitment
(Lowe, 2012; Sunnybrook, 2014)
Financial Perspective: The strategic goal of employees having a
high level of engagement is shown to produce an environment
that provides higher-quality services and better financial
performances.
Customer Perspective: The strategic goal of creating and
maintaining a patient-centered care environment can be
measured using a questionnaire for the employees who have
direct patient contact and measures patient care by level of
engagement.
Learning and Growth Perspective: The strategic goal of

9. educational excellence in development of experts pertains to
both the employees and the mentoring of students.
Internal Process: The strategic goal of employee retention,
absenteeism, job performance, and recruitment (which is a
reflection on employer reputation) is influenced by engagement.
14
Success!
Financial
Customer
Learning and Growth
Internal
Financial: Gordon Hospital provides $15.4 million in direct
community benefit which includes $6.6 million in Charity care
to the underprivileged. Less then 200 babies were delivered in
1995 and now over 600 expectant mothers deliver yearly in
Gordon’s Mother/Baby unit (Gordon Hospital, 2015).
Customer: the Mother/Baby unit is ranked number one in
Georgia Trend among the other 56 small hospitals in Georgia
(Dunkin, 2013).
Learning and Growth: Financial incentives are given for further
educational degrees along with other incentives to develop
essential competencies (Gordon Hospital, 2015).
Internal: Gordon’s Mother/Baby ranks the highest in job
performance among patient surveys. They have a low employee
turn over rate, must employees have been with the facility for
over ten years (Gordon Hospital, 2015).
15
Applying Gordon’s Strategies to Nursing Faculty
Financial Perspective: Faculty will have a high level of

10. engagement through encouragement to participate in the
planning process.
Customer Perspective: Creating and maintaining a student-
centered care environment
Learning and Growth Perspective: Promoting educational
excellence in the development of experts
Internal Process: Employee retention, absenteeism, job
performance, and recruitment
(Lowe, 2012; Sunnybrook, 2014)
As you can see, using the same scorecard for Gordon Hospital,
the strategic goals can easily be applied to Nursing Faculty.
16
Conclusion
Engaged Environment for Patients and Employees
Encouragement from Management
Exemplary Unit
NASCAR
In conclusion.
The productivity of the mother/baby unit at Gordon Hospital has
increased from its conception in 1995 of less than 200 live
births to now ranging from 600 to 800 per year. The reasons
have to do with an engaged environment, management
involvement, and an exemplary unit that uses a NASCAR
mentality!

11. 17
Engaged Environment for Patients and Employees
‘Homelike’ Private Suites
High Technology
Continuous Patient Contact
(Gordon Hospital, 2015)
The private “homelike” high tech suites that are used from
admittance to delivery and then post-partum allows the staff to
maintain a continuous direct patient contact fostering an
engaged environment.
18
Encouragement from Management
Further Competencies
Pay Increase for Advanced Degrees
Preceptorship Training
The nursing staff is given encouragement and incentive to
further competencies and education. The unit has always
performed in an exemplary manner regarding nursing student
contact.
19

12. Exemplary Unit
Low Employee Turnover
Longevity of Employment
Staff Waiting List
This unit has a very low employee turn over rate with most staff
having been there for over ten years. They maintain a waiting
list of staff from other departments who want to transfer when
availability occurs.
20
NASCAR Pit Crew
Team knows exactly what they need to do
Team knows the order of things
Team communication
Team knows the target
Team has the right tools and technology
Work area is prepared
“Remember, every split second is
crucial!” (Netzel, 2015).
The best way to describe the efficiency of this unit is with a
comparison to NASCAR. “Everyone on the team knows exactly
what it is they need to do; the team also knows what order these
need to be done in; the team communicates amongst each other
to let the others know how they are doing or if there are issues;
the team members know exactly what the target is for each task
and the overall target to complete the project and get the driver

13. back in the race; they have all of the needed technology and
tools to best do their tasks; only the specific tools that are
needed to complete their tasks are in the work areas. This
prevents looking for things. Remember, every split second is
crucial when winning a race or delivering a baby!” Thank
You!
21
References:
Balanced Scorecard Institute. (2014). Building & implementing
a balanced scorecard: Nine steps to success. Retrieved from
https://balancedscorecard.org/
Becker’s Hospital Review Staff. (2015). 150 great places to
work in healthcare 2015. Becker’s Hospital Review. Retrieved
from http://www.beckershospitalreview.com/lists/150-great-
places-to-work-in-healthcare-2015.html.
Dunkin, M. A. (2013). High marks for healthcare: Some of the
nation’s top-ranked medical programs are right here in Georgia.
Georgia Trend. Retrieved from
http://mydigimag.rrd.com/publication/?i=185507
Gallup Staff. (2015). Gallup great workplace award. Retrieved
from
http://www.gallup.com/events/178847/gallup-great-workplace-
award.aspx
Gordon Hospital. (2015). About us. Retrieved from
http://wwwgordonhospital.com/aboutus.aspx
22

14. References Cont.
Gordon Hospital. (2015). News. Retrieved from
http://www.gordonhospital.com/news/gordon-
hospital-named-a-great-place-to-work-in-health-care
Kaplan, R. S. (2010). Conceptual foundations of the balanced
scorecard. Harvard Business School, Harvard University.
Retrieved from
http://www.hbs.edu/faculty/Publication%20Files/10-074.pdf
Lowe, G. (2012). How employee engagement matters for
hospital performance. Healthcare Quarterly, 15(2), 29-39.
Morrison, J., Bellanca, R. B., & Abernethy, B. (2014). Leading
strategic planning through
faculty engagement. Retrieved from
http://cop.hlcommission.org/Leadership/morrison/Print.html
23
References Cont.
Netzel, M. (2015, May 16). Re: What can management learn
from NASCAR [Web Log
message]. Retreived from
http://markqualitynetzel.com/2013/05/16/what-can-
management-learn-from-nascar/
Sanaghan, P. & Hinton, M. (2013). Essay on how to do strategic

15. planning. Inside Higher Ed. Retreived from
https://www.insidehighered.com/advice/2013/07/03/essay-how-
do-strategic-planning
Sunnybrook’s Health Sciences Centre. (2014). Sunnybrook’s
strategic balanced scorecard.
Retrieved from http://sunnybrook.ca/scorecard/
The Joint Commission. (2014). The joint commission: Inspiring
health care excellence.
Retrieved from http://www.jointcommission.org
24
Figure 2:
Financial Perspective:
Employee productivity
and costs
MISSION
Internal Process
Perspective: Retention,
recruitment, and
employer reputation

16. Customer
Perspective: Quality
and patient safety
Learning & Growth
Perspective: Research and
Education