Your SlideShare is downloading. ×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

Saving this for later? Get the SlideShare app to save on your phone or tablet. Read anywhere, anytime – even offline.
Text the download link to your phone
Standard text messaging rates apply

The Numbers Game: Using Metrics to Improve Performance


Published on

Team presentation by Deborah Grady, MD, MPH, Jo Anne Coates, MAOD, Maninder Kahlon, PhD from CTSI at UCSF.

Team presentation by Deborah Grady, MD, MPH, Jo Anne Coates, MAOD, Maninder Kahlon, PhD from CTSI at UCSF.

Published in: Health & Medicine
  • Be the first to comment

  • Be the first to like this

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide
  • Specific, measurable, attainable, realistic and timely.
  • Specific, measurable, attainable, realistic and timely.
  • Specific, measurable, attainable, realistic and timely.
  • 1. Impact - Ensure that CTSI and CTSI programs are focused on efforts that will result in the greatest impact. 2. Alignment - Create strategic alignment between and across levels of CTSI and CTSI programs. 3. Accountability - Identify strategic priorities at the CTSI and Program levels, the performance levels that are needed, and who is responsible. 4. Rigor – Implement best practices in strategic planning and management to prioritize aims, execute strategies and achieve outcomes. 5. Transparency - Improve ability to monitor programs and conduct annual program performance reviews.
  • The balanced scorecard is a strategic planning and management system that is used extensively in business and industry, government, and nonprofit organizations worldwide to align business activities to the vision and strategy of the organization, improve internal and external communications, and monitor organization performance against strategic goals. It was originated by Drs. Robert Kaplan (Harvard Business School) and Dr. David Norton (The Palladium Group) – both world-renowned leading authorities on strategic performance management.
  • Business Intelligence Data Warehousing Data Analytics Reporting Dashboards Performance Management Accountability (Ownership) Leading and Lagging Indicators Performance Improvement Improve Communication Enable Management Vendor Selection Criteria SAAS model Easy to use/input data Cascading Scorecards Data visualization Strategic and operational performance views Initiative & process management Briefing books & reports (for Program Reviews) Manual/automated data input Single sign-on Internet publishing Advanced data connectivity 8-10 week pilot implementation timeline Installation without internal IT support Configuration/structural changes without IT programming resources Training & Technical Support Solution Benefits (Performance Management System) Engages program staff in direct ownership, management and accountability for their program performance Allows program staff to share information in one location where all team members can easily access and update Enables increased productivity on program side, eliminating multiple tracking devises (manual, Excel, PowerPoint, Word) of plans, goals, initiatives, project activities Provides greater control at the program level to effect performance Includes leading and lagging measures Eliminates delays of information loading, sharing, reporting, analysis between programs and ITS
  • Transcript

    • 1. The Numbers Game Using Metrics to Improve Performance Deborah Grady, MD, MPH, Jo Anne Coates, MAOD, Maninder Kahlon, PhD
    • 2. Overview
          • Measuring Our Performance & Impact (Grady)
          • Balanced Scorecard Approach (Coates)
          • CTSI’s Organizational Goals (Kahlon)
    • 3. Prior Efforts
      • CTSI 2006-2011
      • Introduced “SMART” goals framework
      • Created culture of performance assessment and strategic budget allocation
      • Process cumbersome and variable
      • Lacks many desired features of performance assessment, program management, and budgeting
    • 4. Future Vision
      • CTSI 2011-2016
      • Make performance management easier, more uniform and more effective
      • Provide tools for Program management
      • Enable strategic budget allocation and optimize impact
    • 5. Initiative Goals
      • Impact
      • Alignment
      • Accountability
      • Rigor
      • Transparency
    • 6.
        • Strategic Planning & Management Approaches
        • Lean Manufacturing
        • Kaizen
        • Total Quality Management (TQM)
        • Six Sigma
        • Malcolm Baldrige
        • Results Based Management
        • Logic Model
        • Balanced Scorecard (BSC)
    • 7. Selected Approach - Balanced Scorecard CTSI STRATEGY EXECUTION
      • US Department of Health and Human Services, National Institutes of Health
      • Federal Department of Veterans Affairs
      • Cherokee Nation
      • American Academy of Pediatrics
      • California Department of Education
      • Kaiser Permanente
      • Thomas Jefferson Health System of Philadelphia
      • Merck, Pfizer
    • 8.
      • Frames Strategic Aims within a Balanced Set of Perspectives
      MISSION AND STRATEGY CTSI FINANCIAL (the fiscal resources and management expertise that CTSI must possess to achieve its mission and satisfy its stakeholders) CTSI INTERNAL PROCESSES (the core operational processes that CTSI must excel at to achieve its mission of bringing better health to more people more quickly) UCSF, COMMUNITY & SOCIETY (the ultimate measure of our success - the impacts we have on the health of individuals, the community and society) CTSI ORGANIZATIONAL GROWTH & LEARNING (the knowledge, skills, attitudes and beliefs that leadership, management and staff must possess & develop to achieve its mission) Selected Approach - Balanced Scorecard
    • 9. Balanced Scorecard – Cascading Scorecards CTSI Overall Organizational Scorecard CTSI Program Scorecards CTSI Sub-Program Scorecards CTSI Employee Scorecards
    • 10.
        • Business Intelligence & Performance Management Systems
      • Business Intelligence
      • Performance Management
      • Vendor Selection Criteria
      • Solution Benefits
    • 11. From Theory to Practice
      • Understand framework
      • Adapt approach to CTSI culture
      • Advance planning & evaluation goals with minimal overhead.
    • 12. Tangible Goals!
      • CTSI will become accustomed to -
      • Establishing measurable targets, especially those related to impact or outcomes in addition to outputs.
      • Budgeting functionally to aims.
      • Aligning program goals to overall CTSI goals.
      This will enable us all to assess and optimize $ spent to align with initiatives that achieve maximum impact .
    • 13. 1 Mission/Vision
      • 1.6 Increase Grant Funds for Clinical & Translational Research at UCSF
      CTSI Financial (4.0)
      • 1.5 Increase Recruitment, Retention & Promotion of Under-represented Populations at UCSF
      • 2.1 Increase Efficiency and Effectiveness of Program Planning, Evaluation and Tracking Processes
      • 2.2 Increase Quality of Leadership and Management
      CTSI Org Growth & Learning (3.0)
      • 1.3 Improve Efficiency of Clinical and Translational Research
      CTSI Internal Process (2.0)
      • 4.1 Diversify and Increase CTSI Funding
      Accelerating Research to Bring Better Health to More People More Quickly! UCSF, Community, & Society (1.0)
      • 1.4 Increase New Therapies & Diagnostics
      • 1.2 Improve Quality & Impact of Clinical & Translational Research
      • 1.1 Improve Health Worldwide
      • 3.1. Increase Effectiveness of Managers and Staff
      • 2.3 Increase Effectiveness of Communications to Support Overall CTSI Goals