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         July 29, 2008
Evaluating Performance
 Management Within
  Your Organization
   Pau...
www.TheNationalCouncil.org




            Objectives
You will learn
> A six point model for assessing your
  organization...
www.TheNationalCouncil.org



   What is a Performance
   Measurement System?
> All organizations measure performance
> In...
www.TheNationalCouncil.org




    Hi-Tech Data Sources
> Information system
> Decision support technology
> Marketing too...
www.TheNationalCouncil.org




Low/No Tech Data Sources
> Home grown measurement tools
> Internal and external focus group...
www.TheNationalCouncil.org



           Importance of
          Data Integration
> Organizational leaders should be aware...
Sample
           Performance Dashboard
          Does Not Meet Goal               Close to Goal or Changing              ...
www.TheNationalCouncil.org




     Clinical Performance
> Patient satisfaction
> Safety, e.g., medication errors,
  seclu...
www.TheNationalCouncil.org




  Operational Performance
> Staff-to-Patient Ratios
> Staff Turnover
> Length of Stay
> Sta...
www.TheNationalCouncil.org




   Financial Performance
> Revenues
> Expenses
> Net Margin
> Debt Ratio
> Bad Debt Percent...
www.TheNationalCouncil.org



  Assessing Your Performance
     Management System
> Is your system asking the right questi...
www.TheNationalCouncil.org



    Is Your System Asking
     the Right Questions?
> All organizations establish priorities...
www.TheNationalCouncil.org



      Is Your System Asking
       the Right Questions?
> System must produce information th...
1. Is you r system asking the right questions?

Is your system gathering information that is driven by the strategy and vi...
www.TheNationalCouncil.org



           Is Your System
        Using the Right Tools?
> Effort on the part of         > A...
2. Is your system using the right tools?

Please evaluate your performance management system tools (surveys, forms, invent...
www.TheNationalCouncil.org



 Is Your System Supported by
      the Right Analyses?
> Data must be aggregated
> Manual ag...
www.TheNationalCouncil.org



  What is Your
Data Telling You?
         > A thermometer
           reading would be of
   ...
www.TheNationalCouncil.org



 Is Your System Supported by
      the Right Analyses?
> Importance of Benchmarking
> Data i...
3. Is your system supported by the right analyses?

Which statement most accurately describes your performance measurement...
www.TheNationalCouncil.org



Is Your System Generating the
        Right Reports?
> Professional            > Comfortable...
4. Is your system generating the right r                 eports ?

Describe the reports generated by your performance meas...
www.TheNationalCouncil.org



  Is Your System Involving
      the Right People?
> Performance measurement is an
  organiz...
5. Is your system involving the right people?

Are you getting the full use of the data that is gathered? Please use the f...
www.TheNationalCouncil.org



    Is Your System Leading
     to the Right Changes?
> The ultimate litmus test of a perfor...
6. Is your system leading to the right changes?

In the past year, how many organizational improvement initiatives origina...
www.TheNationalCouncil.org




       Closing Thoughts
> Ongoing performance improvement is
  the most vivid expression of...
www.TheNationalCouncil.org




     National Council Live

> Interactive webinars on hot topics
  in mental health and add...
www.TheNationalCouncil.org




  Next National Council Live
> Tue, Aug 12, 2 pm eastern
> Changes to the Low Income Housin...
www.TheNationalCouncil.org




          Upcoming Events
> Tue, Aug 12
  Changes to the Low Income Housing Tax Credit:
  N...
www.TheNationalCouncil.org




Other National Council Resources

> Benchmarking consultations and packages
> Compliance Wa...
www.TheNationalCouncil.org




            Questions?
CONTACT US
Communications@thenationalcouncil.org
301.984.6200
www.Th...
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Evaluating Performance Management Within Your Organization

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Evaluating Performance Management Within Your Organization

  1. 1. www.TheNationalCouncil.org July 29, 2008 Evaluating Performance Management Within Your Organization Paul M. Lefkovitz, PhD President, Behavioral Pathway Systems
  2. 2. www.TheNationalCouncil.org Objectives You will learn > A six point model for assessing your organization’s performance management system > How to integrate performance data > The value of benchmarking
  3. 3. www.TheNationalCouncil.org What is a Performance Measurement System? > All organizations measure performance > Includes clinical, operational, and financial indices of performance > May not be integrated as a “system” > Data may not all be in one place > May consist of reports developed by different parts of the organization > May be high tech, low tech, or no tech
  4. 4. www.TheNationalCouncil.org Hi-Tech Data Sources > Information system > Decision support technology > Marketing tools for measurement of patient satisfaction > Human resources tools for the measurement of organizational climate > Pharmacy department systems > ORYX Data
  5. 5. www.TheNationalCouncil.org Low/No Tech Data Sources > Home grown measurement tools > Internal and external focus groups > Community needs studies > Staff or patient surveys > FOCUS-PDCA and other performance improvement methodologies
  6. 6. www.TheNationalCouncil.org Importance of Data Integration > Organizational leaders should be aware of all relevant organizational data > Domains of performance are inter-dependent (e.g. Balanced Scorecard) > Clinical, Financial, Operational, Organizational Climate > Integration supports a more cohesive picture of the organization > A system for organizing and prioritizing available data is necessary-Dashboard
  7. 7. Sample Performance Dashboard Does Not Meet Goal Close to Goal or Changing Meets or Exceeds Goal Goal to be Determined GOALS MEASURES Target Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec Financial Reduce operating exp enses Cost per Unit of Service $165 $184 $192 $177 $167 $160 $158 Maintain viability Net Operating Margin 4.0% 4.2% 3.9% 3.9% 3.1% 1.8% 1.2% Control overtime % Overtime Hours 1.5% .9 1.2 .8 1.6 .9 1.2 Clinical/Quality Increase client role in decisions Client Satisfaction Rating 3.5 3.7 4.1 4.4 4.3 4.1 4.2 Address safety concerns % of indicators meeting target 95% 87% 84% 78% 74% 77% 79% Facilitate positive outcomes Average change score 25 15 18 21 24 26 31 Operati onal Secondary market penetration Admissions/1,000 population 3.75 3.65 3,8 3.9 4.2 4.2 4.6 Documentation compliance Chart deficiency % 5.0% 3.2% 3.3 3.1 2.7 3.8 4.2 Raise community awareness Increase in intakes over ‘05 10.0% 2.4 2.6 5.4 6.3 8.9 11.5 Organizational Climate Enhance staffing stability Staff Turnover 32% 28% 27% 31% 29% 34% 31% Enhance staff commitment Staff Satisfaction 85.0 89 95 92 94 86 91 Maximize staff competencies Percent completing training 98% 98 97 99 100 100 100
  8. 8. www.TheNationalCouncil.org Clinical Performance > Patient satisfaction > Safety, e.g., medication errors, seclusion and restraint, injuries > Re-admission rate > No-show rate > GAF > Standardized measures (OQ-45, CAFAS, BASIS-32, BSI, SCL-90)
  9. 9. www.TheNationalCouncil.org Operational Performance > Staff-to-Patient Ratios > Staff Turnover > Length of Stay > Staff Productivity > Service Mix > Access to Services
  10. 10. www.TheNationalCouncil.org Financial Performance > Revenues > Expenses > Net Margin > Debt Ratio > Bad Debt Percentage > Cost-Per-Unit of Service > Days in Accounts Receivable
  11. 11. www.TheNationalCouncil.org Assessing Your Performance Management System > Is your system asking the right questions? > Is your system using the right tools? > Is your system supported by the right analyses? > Is your system generating the right reports? > Is your system involving the right people? > Is your system leading to the right changes?
  12. 12. www.TheNationalCouncil.org Is Your System Asking the Right Questions? > All organizations establish priorities--not everything can receive equal attention > Is the organization measuring performance in the most vital areas? > Alignment between stated priorities and measurement efforts is important-it ensures that the organization knows what it needs to know.
  13. 13. www.TheNationalCouncil.org Is Your System Asking the Right Questions? > System must produce information that is responsive to such issues as: > Board mandates > Strategic plan directives > Regulatory compliance requirements > Response to patient complaints > Financial concerns > Strategy-driven measurement
  14. 14. 1. Is you r system asking the right questions? Is your system gathering information that is driven by the strategy and vision of the organization? Please enter the ten most important organizational priorities in Column A. In Column B, check those areas in which relevant performance data is available. A. Key Organizational Priorities B. Availability of Data 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. Interpretive Notes: This score is based on the number of Item 1 Score: key organizational priorities for which data is available . A high score (above 7) suggests a significant degree of harmony between the organization’s priorities and the data generated by the performance measurement system.
  15. 15. www.TheNationalCouncil.org Is Your System Using the Right Tools? > Effort on the part of > Acceptance by clients clients > Validated tools > Effort on the part of staff > Prompt availability of > Helpful information data provided > Philosophical alignment > Materials easy to handle/manage/store > Modest costs > Acceptance by staff
  16. 16. 2. Is your system using the right tools? Please evaluate your performance management system tools (surveys, forms, inventories, tests, etc.) by checking all of the following applicable items: Tools involve acceptable effort on the par t of clients Tools involve acceptable effort on the part of staff Information provided is helpful Materials are easy to handle/store/manage Inventory, survey, instrument costs are modest Tools are accepted by staff Tools are accepted by clients Tools have been validated Data is available quickly —no great delays for scoring Tools r eflect the clinical philosophies of the staff Interpretive Notes: This item score is the number of items Item 2 Score: checked. A high score reflects good selection of measur ement instruments. A score of 5 or lower would suggest that the benefits of the tools may be outweighed by the effort involved or ot her factors.
  17. 17. www.TheNationalCouncil.org Is Your System Supported by the Right Analyses? > Data must be aggregated > Manual aggregation may be sufficient for simple applications > Computerized analysis > Faster and easier > Can provide many more possibilities for “slicing and dicing” the data > Ad hoc analysis and decision support
  18. 18. www.TheNationalCouncil.org What is Your Data Telling You? > A thermometer reading would be of no value as a measure of your health… > If you didn't know that 98.6 is the “average” temperature!
  19. 19. www.TheNationalCouncil.org Is Your System Supported by the Right Analyses? > Importance of Benchmarking > Data in the absence of a context is often just a bunch of numbers > Benchmarking helps establish priorities > Benchmarking prompts action > Benchmarking can help track progress > Benchmarking can lead to the identification of best practices BPS Web Site: www.bpsys.org
  20. 20. 3. Is your system supported by the right analyses? Which statement most accurately describes your performance measurement system? Enter the most appropriate rating from 0 to 10 in the space provided below. Description Scale Computerized data analysis is conducted that routinely provides detailed reports with external comparative benchmarks as well as customized 10 supplemental analyses upon request Computerized data analysis is conducted that routinely provides detailed 8 reports with external comparative benchmarks Computerized data analysis is conducted that provides basic reports with 5 external benchmarks or more detailed reports without external benchmarks Manual data analysis is conducted that provides basic summary information 2 No data analysi s is conducted 0 Interpretive Notes: Performance measurement is a highly Item 3 Score: technical process that requires the proper expertise and support. A score below 5 is likely to leave many questions unanswered.
  21. 21. www.TheNationalCouncil.org Is Your System Generating the Right Reports? > Professional > Comfortable—not appearance overwhelming > Well-organized > Not too lengthy > Clearly written > Not too sparse > Limited use of jargon > Easy to understand > Good balance of narrative text and tables > Relevant information
  22. 22. 4. Is your system generating the right r eports ? Describe the reports generated by your performance measurement system. From the list that appears below, please check all that apply. Professional appearance Well -organized Clearly presented Limited use of jargon/technical language Good balance of n arrative text and tables Relevant information Comfortable —not overwhelming Not too lengthy Not too sparse Drives decisions Interpretive Notes: This item score is the number of items Item 4 Score: checked. Performance measurement reports must be “user - friendly” to have value. If less than 6 items from the list are checked, the value of your performance measurement system may be compromised. Reports may be going righ t into the file (or the trash ) rather than being utilized.
  23. 23. www.TheNationalCouncil.org Is Your System Involving the Right People? > Performance measurement is an organization-wide activity > Proper involvement of staff at all levels in selecting indices and reviewing data is critical > Senior leadership > Middle management > Line staff
  24. 24. 5. Is your system involving the right people? Are you getting the full use of the data that is gathered? Please use the following scale to describe how performance measures are selected and how the findings are disseminated and employed within the organ ization. Enter your rating in the space provided below. Description Scale Complete, detailed reports go to senior leadership; applicable sections go to 10 middle management and line staff. Selection of measures includes all staff. Complete, detailed r eports go to senior leadership, applicable sections go to middle management, and verbal reports go to line staff. Selection of 8 measures is limited to senior and middle management at organization level but incorporates staff input at program level. Comp lete, detailed reports go to senior leadership, applicable sections go to middle management, and no reports go to line staff. Selection of measures is 5 limited to senior and middle management. Complete, detailed reports go to senior leadership, summary or verbal reports go to middle management, and no reports go to line staff. Selection of 2 performance measures limited to senior and middle management. Complete, detailed reports go to senior leaders: no reports go to middle 0 management or line staff. S election of measures limited to senior leadership. Interpretive Notes: Performance measurement data can Item 5 Score: provide the rationale and direction for helpful organizational change. The more outcomes data are shared among leaders and non -leaders, the more effective it can be in guiding the change process .
  25. 25. www.TheNationalCouncil.org Is Your System Leading to the Right Changes? > The ultimate litmus test of a performance measurement system is whether it leads to organizational improvement > System should stimulate the ongoing implementation of improvement initiatives > Does your organization endorse a performance improvement model? > Is Performance Improvement built into the leadership/committee infrastructure?
  26. 26. 6. Is your system leading to the right changes? In the past year, how many organizational improvement initiatives originated directly from the data derived from your performance measurement system? The score is the number of concrete initiatives that were i mplemented, up to a maximum of 10. Interpretive Notes: If the answer to this question is “none”, Item 6 Score: your performance measurement system may not be adding value to th e organization. A system ’s contributions are largely measured by the concrete ideas for improvement that emanate from th e resultant data.
  27. 27. www.TheNationalCouncil.org Closing Thoughts > Ongoing performance improvement is the most vivid expression of an organization’s commitment to those it serves
  28. 28. www.TheNationalCouncil.org National Council Live > Interactive webinars on hot topics in mental health and addictions > Free to members > Nonmembers: $100
  29. 29. www.TheNationalCouncil.org Next National Council Live > Tue, Aug 12, 2 pm eastern > Changes to the Low Income Housing Tax Credit: New Opportunities for Housing Development > Register at www.TheNationalCouncil.org (Look for National Council Live Webinars under Resources and Services)
  30. 30. www.TheNationalCouncil.org Upcoming Events > Tue, Aug 12 Changes to the Low Income Housing Tax Credit: New Opportunities for Housing Development > Tue, Aug 26 The New Form 990 and Good Governance Practices for the 21st Century > Thu, Sept 4 Data Mapping for Access and Retention
  31. 31. www.TheNationalCouncil.org Other National Council Resources > Benchmarking consultations and packages > Compliance Watch e-newsletter > Books on business and clinical practices > Online learning for CE credits > JOBank recruitment & career center Visit www.TheNationalCouncil.org
  32. 32. www.TheNationalCouncil.org Questions? CONTACT US Communications@thenationalcouncil.org 301.984.6200 www.TheNationalCouncil.org

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