The Bsc and the Health Management Consortia: A Case Study of its Applicability

Abstract

The professional management development consistent with the demands of society is an undeniable reality in Public Health. The enactment of 11.107/2005 Law inserts an agenda for change in the reality of Health Consortia. Against this backdrop of change, uncertainty and social costs, we need to rethink management practices. The management supporting tools have been evolving rapidly since 1980, highlighting the Balanced Scorecard (BSC). The adoption of the BSC as a management supporting tool to consortia comes to meet the existing demand to improve professionalization in public administration. This article aims to analyze the applicability of a support management tool to a Health Consortia, based on BSC through a proposed pilot project in a consortium selected to do so. Thus, for the realization of this work, designed a Case Study in CISMEV - Consortium Health of Middle Velhas River, and developed a proposal for the construction of the BSC with nine distinct steps. Thus, it was possible to identify the key steps to be met for the adoption of new procedures and routines, as well as the challenges encountered in the development process of the BSC by public institutions. We also identified the possible gains from deploying this tool culminating in fulfilling the mission and building the organizational vision. It was felt that identifying motivators for choosing this tool, as well as their strengths and limitations are essential to the construction of this process with greater criticality.