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