Contrato de metas e resultados com uso do balanced scorecard como modelo de gestão estratégica: o caso do Hospital Monsenhor Walfredo Gurgel-RN

Abstract

The Brazilian Public Administration has over the years experienced a constant search for the adoption of models and tools of Strategic Management that strengthen the provision of public services in an efficient, effective and efficient way. Since 1930, Brazil has undergone a series of administrative reforms that have been built focusing on the rationalization of public resources and an action that is increasingly closer to the needs of the user/citizen. This paper aims to study the agreement in the health field and the use of the Balanced Scorecard as a model of Strategic Management, having as a general objective to analyze how the process of preparation, implementation, and monitoring of the Goals and Results Contract with the use of the Balanced Scorecard as a model of strategic management occurred in the Hospital Monsenhor Walfredo Gurgel. To give sustainability to the work we took as a theoretical basis the study of the application of the Balanced Scorecard, developed by Kaplan and Norton, in some public organizations in the health field and the main ideas brought by the New Public Management that, in Brazil, through the Master Plan for Reform of the State Apparatus, provides for the adoption of contracts to be developed both between the public and private sectors and within the structure of public administration itself (PERDICARIS, 2012). The methodology adopted for the research was of a qualitative approach of descriptive and exploratory nature. The method used was the case study and, to this end, the technical procedures used were bibliographic and documentary research, in addition to conducting semi-structured interviews with qualified actors. Therefore, we used the techniques for analysis and treatment of the data collected as recommended by Bardin (2011), which organizes around three chronological poles: pre-analysis, exploration of the material, and treatment of the results obtained with interpretation. Thus, the analysis of the results shows that the development and implementation of the Contract of Goals and Results between the Secretary of Public Health of the State of Rio Grande do Norte and the Hospital Monsenhor Walfredo Gurgel occur in a top-down manner, benefits were evidenced, such as improvement of work processes and patient care, management focus on results and maximization of resources, as well as barriers and challenges present. It is concluded that the Goals and Results Contract is an excellent management tool, however, due to its top-down implementation model, a gap in horizontal communication and integration with all other servers and sectors of the hospital unit was observed.