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Developing a Balanced Score Card Session 3- Measures

Developing a Balanced Score Card Session 3- Measures. Viki Massey, Manager Quality & Accreditation. A Joint Venture of London Health Sciences Centre and St. Joseph’s Health Care London. BSC as a Measurement System. Financial . Vision and Strategy. Customer Relations .

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Developing a Balanced Score Card Session 3- Measures

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  1. Developing a Balanced Score CardSession 3- Measures VikiMassey, Manager Quality & Accreditation A Joint Venture of London Health Sciences Centre and St. Joseph’s Health Care London

  2. BSC as a Measurement System Financial Vision and Strategy Customer Relations Internal Service Process Learning, Innovation and Growth

  3. Translating with the BSC Desired state Differentiating activities What must be done well to implement strategies How strategic success is measured Mission Vision Strategy/Goals Objectives In each perspective Measures In each perspective

  4. Definition of a Performance Measure A measurement tool, screen or flag which is used as a guide to monitor, assess and improve the quality of patient care, support services and functions

  5. Two 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

  6. Performance Measures and Quality • Using measures/indicators is one way of monitoring quality of care and services • Indicators are not a direct measure of quality • We can measure performance as it relates to dimensions of quality

  7. Identifying Measures/Indicators • Key questions: • How do we know that the desired results are being achieved? • What measures will tell us whether the desired results are being achieved? • What quality dimensions relate to each indicator? • Are there any aspects of quality not being addressed?

  8. Examples of Indicators FinancialPerspective Internal Service Process Perspective • Monthly budget variance • Replacement cost (loss rate) • Repair & Maintenance costs • Turn Around time • Laboratory Occurrences- specimen processing, safety • Repeat tests • Workload units • System/Equipment downtime Learning, Innovation, and Growth Customer Relations Perspective • Customer satisfaction • Customer wait times • Laboratory Occurrences- corrected reports • Turnover rate (% of staff in 6 months) • Absenteeism rate (% of staff in 3 months) • Attendance at in-services (% attending) • Staff education (% of budget devoted)

  9. Developing Useful Measures/Indicators • Measure only what you intend to take action on • Know which indicators are important and why • Create measures that track process performance

  10. Developing Useful Measures/Indicators • 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

  11. Criteria for Choosing Proper Measures/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)

  12. Exercise #1 Form 4 groups- one for each perspective Within each group: • Appoint a scribe/presenter • Brainstorm measures/indicators • Record all measures/indicators • Present measures/indicators to other groups • Record other measures/indicators as suggested by theother groups

  13. Exercise # 2 • Review Measures/Indicators generated at the brainstorming session • Record the following information on the chart provided: - For each objective, rank and list the associated measures/indicators in order of importance - For each measure, record the method for data collection - Indicate whether data can be collected by systems that currently exist

  14. References • Canadian Council on Health Services Accreditation • Balanced Scorecard- Step by Step: Maximizing Performance and Maintaining Results- Paul R. Niven

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