Balance Scorecard method used in Cattaraugus Country ReHabilitation Center

Cattaraugus County reclamation shopping mall had done an effective job of implementing a balance circuit card approach in a fashion that reflects their nurse-upal mission and pile MAIN BODY Although the BSC method has been customd in the for-profit organizations for many historic period I believe that ReHabilitation Center has made it work for their organization.There was a lot of push back from the people who work at the sum total when it was first introduced, they believed it was just a nonher fly-by-night approach that would just transgress that as the new Director of Strategic Management irksome got the upper management to take a closer look and to digress helping adapt the BSC method to their organization. Since the BSC wasnt designed for the not-for-profit ReHabilitation Center had to do a bit of work to get everything working adjust and after a while they were able to get the BSC to work for their organization.There are four score card quadrants that ReHabilitat ion Center uses they are Perspective, Strategy, Operations, total Indicators/Measures. They then broke that down to five different parts of the organization under Perspective, there is consumers, financial, operational, learning, and one that isnt defined but seems to be consumer relations and customer service. ReHabilitation Center has seen great benefits from adapting the BSC to the center but the greatest benefit maybe that the personnel deep down the center has discover how much more encompassing attend to that strategical planning is and not merely looking at a long-term plan.They now come across that is it necessary to align each are of the Center with the overall strategic objectives. Another benefit is that the Center has been able to develop metrics and pertain them to the strategic plan. The Center has begun to focus on the importance of interrelationships among the perspectives in the BSC and has enabled player in the Center to see things they had not thought abou t in the past and relate them to the BSC.Every year they update the BSC they have set into moorage to and make sure they are still following along with it and making any necessary changes to either the scorecard or to the organization. With everyone being affect deep down the organization of the strategic planning they have the ability to make sure that the strategic plan is being followed or seeing what changes call for to be made on a consistent bases.CONCLUSIONThe conceptual good example of the fit Scorecard has been implemented and utilised effectively for years in a large number of for-profit organizations. More recently, the model has been effectively utilized in not-for-profit organizations as well. In this paper the authors have described how the Balanced Scorecard approach has been implemented in a ReHabilitation Center. In implementing the Balanced Scorecard approach, the ReHabilitation Center has placed equal strain on the consumer perspective and the financial per spective.This equal focus is based upon the unavoidableness of the Center to carry out its primary mission for its consumers (individuals with developmental disabilities) as well as the necessity to maintain financial stability within the Center. The emphasis on both of these perspectives has become a necessity in order for the Center to efficiently and effectively serve its customers. While the use of the Balanced Scorecard in the long range planning process for the Center is relatively new, the process has been accepted by the management of the organization.The contend ahead for the Center is to continue to develop outcome measures for the individual departments within the Center and tie these outcome measures to the strategic objectives of the Center. It is recognized this is an extremely rough process as real outcomes are not easily measurable. The aspect of outcome measures is a continuous development process. It is felt this process depart definitely enhance the efficienc y and effectiveness of the ReHabilitation Center in the long run (Martello, 2008).