Developing a Balanced Score Card Session 4- Measures

1. Developing a Balanced Score CardSession 4- Measures VikiMassey, Manager Quality & Accreditation A Joint Venture of London Health Sciences Centre and St. Joseph’s Health Care London

2. Developing a BSC- where are we? Define BSC 4 Perspectives Identified strategic Goals from LLSG Mission Statement Identified Objectives for each perspective linking to goals Developing Measuresfor each objective

3. 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

4. Types 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

5. 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 • 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

6. 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)

7. How Many Measures/Indicators? As a guideline 20 to 25 for highest level BSC: • Financial- 3 to 4 • Customer- 5 to 8 • Internal Process- 5 to 10 • Employee Learning and Growth- 3 to 6 What matters is that the measures describe our strategy

8. CustomerRelations Internal Service Process Internal Errors (Occurrences) Rescreening STAT’s TAT; STAT, ASAP, Routine Sick Time Workload Units Overtime Hours TAT Occurrences Retention of RI work Compliments & Complaints Customer Satisfaction 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 Financial Employee Learning & Growth

9. Cause and Effect Linkages in the BSC Shallow men believe in luck. Strong men believe in cause and effect. -Ralph Waldo Emerson

10. Cause and Effect RI$ Customer Satis Retention of RI Complaints TAT Occurrences Competence PDP goals achieved

11. 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 Framework for Indicator Development

12. 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. Indicator Statement: 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

13. 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: Yearly For 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:

14. Today’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.

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