1. Measuring Success
It iscritical that everylevel of managementhasaclearset of metricsto measure his/herprogram’s
successand clearlyunderstandhowthese metricsdrive the Center’soverall strategicinitiatives. The
groupidentified5core measures:
 Financial
 CustomerServices&Outcomes
 Quality
 Compliance
 Personnel &Standardsof Conduct
Personnel &Conductisuniversal;all programswillhave the same metric(s)tomeasure andreport. The
otherfourmetricswill be measuredby[looking] at different/specificprogrampractices,outcomes,
processesetc. Some examplesmayinclude;
 Financial:
o ICF programmanagersmay measure/trackovertime orfood/supplycosts
o IDD SC may track service utilizationonweeklybasis
o MH/CA case managementmaytrack payermix ratio or average billable units
 CustomerServices&Outcomes:
o Psychiatricmedical maytrackhospital recidivism orsatisfaction
o DARS maytrack employmentplacementsoremployersatisfaction
o IDD SC may track LAR satisfactionorgoal attainment
o Businessofficeservicesmaytrack[internal] customersatisfactionorcontractual
obligations
 Quality
o MH/CA case managementmaytrackperformance improvementgoalse.g.,recent
treatmentplanauditindicatedneedfortraining
o All service programsmaytrack documentationcompleteness
 Compliance
o All programswill identify2to3 highriskareas pertinenttotheirservice line. Example is
timelydocumentationsubmission,medical necessity,FCA,privacy/securitystandards
 Personnel &Standardsof Conduct
o The team spentmostof the meetingtime onthissubject. Thismetric[domain] isan
indicatorof the Center’sintegrity. Integrityisthe cornerstoneof the Center’s Integrity
Compliance program. All programmanagerswill participate inreviewingthe Center’s
Standardsof Conductto ensure itisrelevant.
Some possible nextsteps:
 Have larger managementteamreview thesemetrics.
 ConsiderRestructuringprojectcompleted

2.  Define newproject:DesignandImplementationof Integrity&Compliance Program
o Thisprojectwill force usto considerall processes/proceduresagencywide. Most
importantlyitputsintegrityatthe forefront. We have discussedthe [substructure]. I
see the practices/proceduresasthe substructure. The leadershipteamneeds/requires
a defined/documentedstructure toworkwithin. We maywantto lookat the hospital
world. Theyare forcedtowork ina veryscientificmanner;measuring and
benchmarkingbestpractices. The businessmetricswe have developedwouldprovide
us a startingpointto bringstrategicfocusto a core setof measures. The trickisstart
simple. But,we muststart.