Developing a Balanced Developing a Balanced Score CardScore Card

Session 4- MeasuresSession 4- Measures

Viki Massey, Manager Quality & Accreditation

A Joint Venture of London Health Sciences Centre and St. Joseph’s Health Care London

Developing a BSC- where are we?Developing a BSC- where are we?

Define BSC

Identified Objectives for each perspective linking to goals

4 Perspectives

Identified strategic Goals from LLSG Mission Statement

Developing Measures for each objective

Two Methods of MeasurementTwo Methods of Measurement

Direct Measures

-Provide information about specific processes or quality characteristics

Indicators

- A measure of one very important characteristic which can be considered to be representative of an entire product or service

Types of IndicatorsTypes of Indicators

Structure

- Describes the type and amount of resources used to deliver programs and services

Process

- Provide a measure of these activities and tasks

Outcomes

- Measures changes/ improvements

Developing Useful Developing Useful Measures/IndicatorsMeasures/Indicators

Measure only what you intend to take action on Know which indicators are important and why Create measures that track process performance Be selective - limit to the “vital few” Rely on existing data wherever possible Distinguish between what is nice to know and

what is need to know

Criteria for Choosing Proper Criteria for Choosing Proper Measures/IndicatorsMeasures/Indicators

Measures need to be: appropriate and relevant feasible or do-able affordable valid (it measures what you want it to measure) reliable (it remains consistent with repeated use)

How Many Measures/Indicators?How Many Measures/Indicators?

As a guideline 20 to 25 for highest level BSC:Financial- 3 to 4Customer- 5 to 8Internal Process- 5 to 10Employee Learning and Growth- 3 to 6

What matters is that the measures describe our strategy

Financial

Customer Relations Internal Service Process

Employee Learning & Growth

TAT

Occurrences

Retention of RI work

Compliments & Complaints

Customer Satisfaction

Internal Errors (Occurrences)

Rescreening STAT’s

TAT; STAT, ASAP, Routine

Sick Time

Workload Units

Overtime Hours

WLU/Pd Hour

WLU/FTE

Test/Pd Hour

Test/FTE

Avg cost/test or WLU

Avg supply cost /test

Avg salary cost/Test

RI $ vs Total operating costs

Competence Assessment

Performance Development Compliance

Symposium Presentations

Employee Satisfaction

Employee Suggestions

Reward & Recognition

Cause and Effect Linkages in Cause and Effect Linkages in the BSCthe BSC

Shallow men believe in luck.

Strong men believe in cause and effect.

-Ralph Waldo Emerson

Cause and EffectCause and Effect

Objectives Measures

F Increase Profits

C Determine Cust. Satis.

ISP Decrease TAT

LG Plan, record …learning achievement

RI$

Retention of RI

TAT

Competence

Complaints

Customer Satis

Occurrences

PDP goals achieved

Framework for Indicator Framework for Indicator Development Development

Indicator Statement BSC Perspective Owner Strategy/Goal Objective Description & Type Purpose/Rationale Users Data Elements

Calculation Formula Frequency Baseline Targets/benchmarks Limitations Analysis considerations Initiatives References

Indicator Statement: Customer Service satisfaction levels will be determined by the administration of a survey. Customer service training programs will be developed and administered, based on survey results. Customers will be resurveyed once training is completed to see if there has been an increase in customer satisfaction.

Perspective: Customer Relations

Owner: Viki Massey

Strategy/Goal: Develop an understanding of the needs of the users of our service.

Objective: Determine customer satisfaction levels with both internal and external customers. Collaborate with customers to develop, implement and assess strategies to improve customer services.

Description and Type:

Survey customers to determine whether they are satisfied with the level of customer service provided by LLSG employees. Rate Based, Process indicator

Purpose, Rationale: LLSG is obliged to provide staff with Customer Service training in order to meet accreditation requirements. This training will be targeted to meet customer needs.

Users: Manager- Quality & Accreditation

Data Elements and Collection Logic:

An online survey will be administered to clients, both internal* (within LLSG and SJHC) and external (those who refer in work e.g. HICL).*Physicians, Nurses, Ward Clerks, PSA/TSA, Managers/Coordinators, Researchers, Students, Allied Health Professionals, others.Dave Schaus will create the survey form and collect the data with Omniform Perform. Data will exported to MS Access for review and analysis.

Calculation Formula:

For each question:# survey participants response for each rating (1-4)/ total # of survey participants = x/100 = x%

Frequency: YearlyFor the first initiative, customers will be resurveyed once training is completed to see if there has been an increase in customer satisfaction.

Baseline: Not known

Target:

Target Rationale:

Limitations and Exclusions:

Analysis Considerations:

Initiatives: Develop and administer Customer Service Training for existing and new LLSG employees

References:

Today’s ExerciseToday’s Exercise

Review selected measures- refine selection if necessary

Complete an indicator development template for each indicator selected, defining as many of the elements as possible.

ReferencesReferences

Canadian Council on Health Services Accreditation

Balanced Scorecard- Step by Step: Maximizing Performance and Maintaining Results- Paul R. Niven