The Numbers Game: Using Metrics to Improve Performance
•Download as PPT, PDF•
1 like•1,135 views
Team presentation by Deborah Grady, MD, MPH, Jo Anne Coates, MAOD, Maninder Kahlon, PhD from CTSI at UCSF.
![Overview ,[object Object],[object Object],[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
Recommended
Recommended
More Related Content
What's hot
What's hot (19)
Similar to The Numbers Game: Using Metrics to Improve Performance
Similar to The Numbers Game: Using Metrics to Improve Performance (20)
More from CTSI at UCSF
More from CTSI at UCSF (20)
Recently uploaded
Recently uploaded (20)
The Numbers Game: Using Metrics to Improve Performance
- 1. The Numbers Game Using Metrics to Improve Performance Deborah Grady, MD, MPH, Jo Anne Coates, MAOD, Maninder Kahlon, PhD
- 9. Balanced Scorecard – Cascading Scorecards CTSI Overall Organizational Scorecard CTSI Program Scorecards CTSI Sub-Program Scorecards CTSI Employee Scorecards
Editor's Notes
- 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