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“Data Based” Decisions Data Collection and Utilization in Risk Assessment and Management Decision Symposium 14 Sept, 2004 Data Collection and Utilization.

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Presentation on theme: "“Data Based” Decisions Data Collection and Utilization in Risk Assessment and Management Decision Symposium 14 Sept, 2004 Data Collection and Utilization."— Presentation transcript:

1 “Data Based” Decisions Data Collection and Utilization in Risk Assessment and Management Decision Symposium 14 Sept, 2004 Data Collection and Utilization in Risk Assessment and Management Decision Symposium 14 Sept, 2004 “MEASURING WHAT WE MANAGE” LTC Perry Chumley Chief, Food Safety and Quality Assurance, US ARMY Veterinary Command

2 It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage, than the creation of a new system. It must be remembered that there is nothing more difficult to plan, more doubtful of success, nor more dangerous to manage, than the creation of a new system. Niccolo Machiavelli (1531)

3 AGENDA 1.Strategy  Data  Shift Resources 2. Concept of a “Balanced Score Card” 3. Data Sources / What to Collect 4. Confidence of Data  Decisions 5. VETCOM Examples 1.Strategy  Data  Shift Resources 2. Concept of a “Balanced Score Card” 3. Data Sources / What to Collect 4. Confidence of Data  Decisions 5. VETCOM Examples

4 DATA COLLECTION -----> RISK ASSESSMENT-----> DECISION

5 The Ultimate Goal is to Become a Strategy Focused Organization STRATEGY Formulate Execute Communicate Navigate Executive Leadership Mobilization Governance Process Strategic Management Translating the Strategy to Operational Terms Strategy Maps Balanced Scorecards Aligning the Organization to the Strategy Corporate Role Business Unit Synergies Support Unit Synergies Making Strategy Everyone’s Job Strategic Awareness Personal Scorecards?? Making Strategy a Continuous Process Link Budgets and Strategy Strategic Learning Analytics and Information Systems

6 MEDICAL COMMAND’S STRATEGY (goals) DRIVES THE ORGANIZATION’S BALANCED SCORECARD (BSC) AND HENCE, REFLECTS THE STRATEGY AND (goals) OF VETCOM’S BSC A SUCCESSFUL STRATEGY IS DERIVED BY SATISFYING STRATEGIC OBJECTIVES MEASUREMENTS ARE LINKED TO STRATEGIC OBJECTIVES

7 Prevent Disease, Improve the Quality of Life and Manage the Care of the Soldier and Military Family Passion for Eliminating Wasted Time Eliminate processes and practice knotholes that restrain practitioners from providing proper care. Eliminate the Hassle Factor Eliminate the hassle factor in healthcare by improving customer service. MEDCOM VETCOM - Mission/Customer Customer Satisfaction Improve customer satisfaction by determining expectations and measuring factors which have a direct correlation. TARGETS Enhance VTF Capability Ensure all VTFs meet established standards of capability (staffing, equipment, and facilities.) C- 6 IP-1 ALIGNMENT WITH MEDCOM:

8 WHY BALANCED SCORECARD ? PAST ATTEMPTS AT MANAGEMENT PAST ATTEMPTS AT MANAGEMENT TODAY’S MULTIPLE MISSIONS W/ $$ CONSTRAINTS TODAY’S MULTIPLE MISSIONS W/ $$ CONSTRAINTS LESS CENTRAL CONTROL LESS CENTRAL CONTROL “OLD” MEASURES LOOK BACKWARDS “OLD” MEASURES LOOK BACKWARDS

9 MAKE YOUR “SIGNIFICANT OTHER” HAPPY STRATEGY (GOAL) STRATEGIC OBJECTIVES BE HEALTHLY BE WEALTHY BE WISE MEASUREMENTS SALARY INCREASES/YEAR (LAG) 1. SALARY INCREASES/YEAR (LAG) 2. RETURN ON INVESTMENTS (LAG) 3. TIME SPENT ON STOCK MARKET (LEAD) 4. EXTRA TIME SPENT AT WORK (LEAD) BE WEALTHY TARGETS

10 Some Obstacles and Pitfalls Leadership not involved (lack of time investment) Too few or too many people involved Too few or too many people involved Ambiguously defined metrics (subject to interpretation) Ambiguously defined metrics (subject to interpretation) Fear the the scorecard will be used as a punitive device Fear the the scorecard will be used as a punitive device Lack of accountability Lack of accountability Lack of employee awareness Lack of employee awareness Treating the BSC as a one time event Treating the BSC as a one time event

11 CURRENT CONCERNS/PROBLEMS AGREE ON WHAT ARE THE GOALS/EXPECTATIONS COAs 1) REVISED METRIC/S (x/y), Data elements, is there a time factor?,LEAD OR LAG. 2) PROCEDURES (freq,responsibility,means to collect data, etc.) 3) MEANS TO EFFECT CHANGE 4) TARGETS (WHEN) 5) INITIATIVES MUST HAVE AN OBJECTIVE MEASURE Criteria:

12 VETCOM Strategy Map Respond to Zoonotic and Infectious Disease Issues Assure the Balanced Scorecard Measures are Effectively Performing Monitor the Fitness & Health of GOAs Leverage Capabilities of Institutional VETCOM Mission/Customer/ Stakeholder InternalProcess Enable Mission Readiness Improve Staff Satisfaction, Retention, and Recruitment Develop Leaders Achieve Fiscal Responsibility Learning& Growth Project & Secure Levels of Resources Required Operate Within Budget Financial Deploy a Trained Veterinary Force That Supports the DOD/ARMY Transformation Trained Veterinary Personnel Prevent Disease and Improve the Quality of Life for the Servicemember and the Military Family Healthy Government- Owned Animals DoD/Army/Soldiers Project and Sustain a Healthy and Medically Protected Force Ready Active & Reserve Units Trained PROFIS Soldiers Servicemembers Protected from Foodborne and Zoonotic Diseases Lower Army’s/DoD Medically Related Costs Reduce Cost of Deployable Force Financial Beneficiary/DoD/Army Sustain a healthy and protected force through an unmatched military system of food protection and animal health. Sustain a healthy and protected force through an unmatched military system of food protection and animal health. Ensure Improved Food Safety Program Supports DOD/Army Transformation Leverage Information Management & New Technology Leverage Science and New Technology Mission Validation Collaboration with Other Government Agencies Clear Priorities and Direction Align Resources to Support Mission Financial Provide Command and Control Focus On Customers Battlefield Home Station Met Target Near Target Req initiative implementation No Data avail yet b Support Human- Animal Interaction Food Safety & Quality Customer Satisfaction Maximize Efficiency of Veterinary Programs C-1C-2F-1 C-3C-4C-5 F-2 C-6 Perceived Quality C-7 C-8C-9F-3 C-10 C-11 C-12F-4 Enhance VTF Capabilities IP-1 Identify & Share Best Business Practices IP Improve Access to Care IP-9 Advocate Reliable Facility Infrastructure IP-10 Market VETCOM IP-11 IP-8 L-1 L-2L-3 L-4 F-5F-6 a b a STRATEGY MAP

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23 MRE TOP 3 DEFECTS 1. Coffee 2. Cheese, Regular 3. Cheese, Jalapeno 73% Webbing 15% Stale 12% Oiled Off 45% Curdled 14% Off Color 13% Caked / Hardened 9% Darkened 44% Curdled 17% Oiled Off 17 % Darkened 11% Off Color 11% Other

24 Data Quality Act Directs OMB to ensure that all information disseminated by the federal government is reliable. Could slow regulation……”weight of evidence” may not be good enough to avoid challenge.

25 Study: “Pet Attachment” levels related to taking pet when service members re-located… Some Other Points…… Relational Data Bases

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