Transcript Developing a Balanced Score Card Session 4

Developing a Balanced
Score Card
Session 4- Measures
Viki Massey, Manager Quality & Accreditation
A Joint Venture of London Health Sciences Centre and St. Joseph’s Health Care London
Developing a BSC- where are we?
Define BSC
4 Perspectives
Identified strategic Goals from
LLSG Mission Statement
Identified Objectives for each
perspective linking to goals
Developing Measures for each objective
Two Methods of Measurement
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Direct Measures
-Provide information about specific processes
or quality characteristics
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Indicators
- A measure of one very important
characteristic which can be considered to be
representative of an entire product or service
Types of Indicators

Structure
- Describes the type and amount of resources
used to deliver programs and services
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Process
- Provide a measure of these activities and tasks
 Outcomes
- Measures changes/ improvements
Developing Useful
Measures/Indicators
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Measure only what you intend to take action on
Know which indicators are important and why
Create measures that track process performance
Be selective - limit to the “vital few”
Rely on existing data wherever possible
Distinguish between what is nice to know and
what is need to know
Criteria for Choosing Proper
Measures/Indicators
Measures need to be:
 appropriate and relevant
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feasible or do-able
 affordable
 valid (it measures what you want it to measure)
 reliable (it remains consistent with repeated use)
How Many Measures/Indicators?
As a guideline 20 to 25 for highest level BSC:
 Financial- 3 to 4
 Customer- 5 to 8
 Internal Process- 5 to 10
 Employee Learning and Growth- 3 to 6
What matters is that the measures describe
our strategy
Customer Relations
Internal Service Process
Internal Errors (Occurrences)
TAT
Rescreening STAT’s
Occurrences
TAT; STAT, ASAP, Routine
Retention of RI work
Sick Time
Compliments & Complaints
Workload Units
Customer Satisfaction
Overtime Hours
WLU/Pd Hour
WLU/FTE
Competence Assessment
Test/Pd Hour
Performance Development
Compliance
Test/FTE
Symposium Presentations
Avg cost/test or WLU
Employee Satisfaction
Avg supply cost /test
Employee Suggestions
Avg salary cost/Test
Reward & Recognition
RI $ vs Total operating costs
Financial
Employee Learning & Growth
Cause and Effect Linkages in
the BSC
Shallow men believe in luck.
Strong men believe in cause and effect.
-Ralph Waldo Emerson
Cause and Effect
Objectives
F
Increase
Profits
C
Determine
Cust. Satis.
ISP Decrease
TAT
LG Plan, record
…learning
achievement
Measures
RI$
Retention of RI
Customer Satis
Complaints
TAT
Occurrences
Competence
PDP goals achieved
Framework for Indicator
Development
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Indicator Statement
 BSC Perspective
 Owner
 Strategy/Goal
 Objective
 Description & Type
 Purpose/Rationale
 Users
 Data Elements
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Calculation Formula
 Frequency
 Baseline
 Targets/benchmarks
 Limitations
 Analysis considerations
 Initiatives
 References
Indicator Statement:
Customer Service satisfaction levels will be determined by the administration of a
survey. Customer service training programs will be developed and administered,
based on survey results. Customers will be resurveyed once training is completed
to see if there has been an increase in customer satisfaction.
Perspective:
Customer Relations
Owner:
Viki Massey
Strategy/Goal:
Develop an understanding of the needs of the users of our service.
Objective:
Determine customer satisfaction levels with both internal and external customers.
Collaborate with customers to develop, implement and assess strategies to
improve customer services.
Description and
Type:
Survey customers to determine whether they are satisfied
with the level of customer service provided by LLSG
employees.
Rate Based, Process indicator
Purpose, Rationale:
LLSG is obliged to provide staff with Customer Service training in
order to meet accreditation requirements. This training will be
targeted to meet customer needs.
Users:
Manager- Quality & Accreditation
Data Elements
and Collection
Logic:
An online survey will be administered to clients, both internal* (within LLSG and SJHC)
and external (those who refer in work e.g. HICL).
*Physicians, Nurses, Ward Clerks, PSA/TSA, Managers/Coordinators, Researchers,
Students, Allied Health Professionals, others.
Dave Schaus will create the survey form and collect the data with Omniform Perform.
Data will exported to MS Access for review and analysis.
Calculation
Formula:
For each question:
# survey participants response for each rating (1-4)/ total # of survey participants = x/100
= x%
Frequency:
Yearly
For the first initiative, customers will be resurveyed once training is completed to see if there has been an increase in
customer satisfaction.
Baseline:
Not known
Target:
Target Rationale:
Limitations and Exclusions:
Analysis Considerations:
Initiatives:
References:
Develop and administer Customer Service Training for existing and new LLSG
employees
Today’s Exercise
Review selected measures- refine
selection if necessary
 Complete an indicator development
template for each indicator selected,
defining as many of the elements as
possible.
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References
Canadian Council on Health Services
Accreditation
 Balanced Scorecard- Step by Step:
Maximizing Performance and
Maintaining Results- Paul R. Niven
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