Date post: | 10-May-2015 |
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Clinical and TranslationalScience Institute / CTSIat the University of California, San Francisco
The Numbers GameUsing Metrics to Improve Performance
Deborah Grady, MD, MPH, Jo Anne Coates, MAOD, Maninder Kahlon, PhD
Overview
Measuring Our Performance & Impact (Grady)
Balanced Scorecard Approach (Coates)
CTSI’s Organizational Goals (Kahlon)
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
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
Initiative Goals
• Impact
• Alignment
• Accountability
• Rigor
• Transparency
Strategic Planning & Management Approaches
• Lean Manufacturing
• Kaizen
• Total Quality Management (TQM)
• Six Sigma
• Malcolm Baldrige
• Results Based Management
• Logic Model
• Balanced Scorecard (BSC)
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
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
Balanced Scorecard – Cascading Scorecards
CTSI Overall Organizational
Scorecard
CTSI Program Scorecards
CTSI Sub-Program Scorecards
CTSI Employee Scorecards
Business Intelligence & Performance Management Systems
• Business Intelligence
• Performance Management
• Vendor Selection Criteria
• Solution Benefits
From Theory to Practice
1. Understand framework
2. Adapt approach to CTSI culture
3. Advance planning & evaluation goals with minimal overhead.
Tangible Goals!
CTSI will become accustomed to -
1.Establishing measurable targets, especially those related to impact or outcomes in addition to outputs.
2.Budgeting functionally to aims.
3.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.
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