OUR Upstate Strategic Plan Performance Measure Reporting .
OUR Upstate Strategic Plan Performance Measure ReportingProgress ReportStrategic Affairs, Office of the PresidentMarch 2018ContentsOverview . 2Process for OUR Upstate Strategic Plan Performance Measurement Selection . 2Status of OUR Upstate Strategic Plan Performance Measures. 2Timeline for OUR Upstate Performance Measure Reporting . 2Key Milestones for OUR Upstate Performance Measure Reporting . 2Diagram 1: OUR Upstate Performance Measurement Selection Process . 3Criteria for OUR Upstate Tier 1 Performance Measures . 3Diagram 2: OUR Upstate Strategy Map with Performance Measures . 4Table 1: Performance Measure Selection Status . 5Table 2: Timeline for OUR Upstate Performance Measure Reporting . 10Appendix . 11Appendix A: Rationale for Revised Performance Measures . 11Appendix B: Work Plan Tasks to Be Completed. 22Appendix C: OUR Upstate Tier 1 Performance Measures . 26Appendix D: Email Communications with Objective Owners, Measurement Owners, and SMEs . 27Appendix E: Meetings with Objective Owners, Measurement Owners, and SMEs. 29Appendix F: Data Definition Table . 33Template Data Definition Table . 33Example Data Definition Table. 34Appendix G: Proposed Future Performance Measures . 36
OverviewProcess for OUR Upstate Strategic Plan Performance Measurement SelectionIn preparation for the reporting of the OUR Upstate Tier 1 Strategic Plan Performance Measures, the Office of StrategicAffairs (OSA) Implementation Team developed a process for evaluating and finalizing the selection of the OUR UpstateTier 1 Performance Measures, as illustrated in Diagram 1.Status of OUR Upstate Strategic Plan Performance MeasuresThe process referenced above has enabled the OSA Implementation Team to identify which of the original performancemeasures are still valid and which performance measures needed to be further refined or replaced with an alternateperformance measure.As of this report, Selected Performance Measures 42 Under Development Performance Measures 4Diagram 2 provides a visual of the status of the performance measures for the OUR Upstate Tier 1 Strategy Map.Table 1 provides a more in-depth report of the status of the Tier 1 Performance Measures, as well as the proposedrevised performance measures. For the rationale for the proposed revised measures, please refer to Appendix A.Timeline for OUR Upstate Performance Measure ReportingA timeline of high-level milestones required for the go-live of OUR Upstate Tier 1 Performance Measure Reporting forUpstate Medical University has been created. For an overview of the timeline, please refer to Table 2.In addition to the timeline, a detailed work plan of tasks to be completed to meet the timeline deliverables has beencreated. For an overview of the work plan, please refer to Appendix B.Key Milestones for OUR Upstate Performance Measure Reporting Evaluation of OUR Upstate Tier 1 Performance Measures: In early August 2017, the newly formed OSAImplementation Team began the process to review the Tier 1 performance measures proposed in the OUR UpstateStrategic Plan to verify that they were still applicable, appropriate and feasible. This review included an analysis ofthe measures with respect to 45 parameters and against the criteria outlined in Appendix C. Additionally, as part ofthe Tier 1 Performance Measure review and evaluation process, approximately 110 measurements previously usedfor the Engaging Excellence Report Card were reviewed with respect to potential use as baseline measurementsand/or for incorporation into the Tier 1 Performance Measures.Training and Certification: OSA Implementation Team completed Key Performance Indicator Professional (KPI-P)training and certification through the Strategy Management Group and George Washington University College ofProfessional Studies in November 2017.OUR Upstate Performance Measurement Selection Process: Referred to above and illustrated in Diagram 1.Email Communications: OSA Implementation Team communicated with Objective Owners, Measurement Owners,and Subject Experts (SMEs) to discuss the originally proposed measures and potential alternate OUR Upstate Tire 1performance measures. For an overview of email communications conducted, please refer to Appendix D.Meetings: OSA Implementation has been meeting with Objective Owners, Measurement Owners, and SubjectMatter Experts (SMEs) to brainstorm and finalize the performance measures for the OUR Upstate Tier 1 StrategyMap. For an overview of the meetings conducted, please refer to Appendix E.Data Definition Tables:o OSA Implementation Team modified the Balanced Scorecard Institute Data Definition Table format to bemore coherent and streamlined. For examples of a blank template version and a draft completed version ofthe new Data Definition Table form, please refer to Appendix F.o As part of the process of finalizing the performances measures, the OSA Implementation team is workingwith the Objective Owners, Measurement Owners and SMEs to complete Data Definition Tables for everyTier 1 performance measure.DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentPage 2 of 42
Diagram 1: OUR Upstate Performance Measurement Selection Process1. Review ategic Planmeasuresproposed(April in2014)with ommunication withObjective Owners,Measurement Owners, and/or Subject Matter Experts(SME) to discuss proposedmeasure & potentialalternate measures3.Evaluate potentialmeasurements based oncriteria related to goodperformance measuresand UMU specific criteria.[see criteria below]4.Strategic AffairsImplementation draftsData Definition Table forselected PerformanceMeasures5.Measurement Ownerand/or SME review ofData Definition Table6.Development of Institutewide reportingmechanism for the OURUpstate Tier 1Performance MeasuresCriteria for OUR Upstate Tier 1 Performance MeasuresCriteria for Good Performance MeasuresEasy to understand, valid, & reliableFocus on strategic measuresversus operationalAbility to influence measurewith targeted actionsProvides meaningful informationfor decision-makingSustainable(intend to measure & monitor over time)Direct and frequentmeasurements when possiblePrioritize leading measuresover lagging measuresPrioritize measures where baselineand benchmark data existsAdditional Upstate Medical University Criteria for OUR Upstate Performance MeasuresConnects to Intended Results of theObjectiveBreadth of Measure(encompasses a high-level measurement of the Institution)Balance across Education, Researchand ClinicalImportant to Institution-wide Mission andprioritiesCurrent ability to measure(does not require a project to start capturing the measure)Ability to drill-down and roll-up*** End of Diagram 1 ***DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentPage 3 of 42
Diagram 2: OUR Upstate Strategy Map with Performance Measures*** End of Diagram 2 ***DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentPage 4 of 42
Table 1: Performance Measure Selection nalizedAligned ObjectiveIncrease Diversity,Equity, Access &InclusionOptimize Technology,Facilities, & SupportServicesImprove Efficiency &AccountabilityDRAFT – 03.09.18Original Performance MeasureRefined Performance MeasureMissionAlignmentC E RLeading vs.LaggingMeasureReportingFrequency1. Diversity Index – Workforcea. % of employmentapplications from diversepopulationsb. % of hires from diversepopulations2. Diversity Index – Studentsa. % of applications fromdiverse populationsb. % of enrollments fromdiverse populationsc. % of graduation andretention from diversepopulations1. Workforce Diversity: Workforce fromdiverse populations:a. Minority race & ethnicityb. Femalec. Protected veteransd. Individuals with disabilities[Mary Meier]2. Student Diversity: Underrepresentedminority (URM) students [JenniferMartin Tse]CERLaggingQuarterly-E-LaggingAnnual1. T, F, and S Utilization Index2. T, F, and S Adequacy andAvailability Index1. Closed Help Desk Tickets Added toClosed IMT Project Requests [SteveDeFazio]2. Satisfaction Rate of Closed Help DeskTickets and Closed IMT ProjectRequests [Steve DeFazio]3. Cybersecurity Intrusions Thwarted[Steve aggingQuarterly1. Policy-Procedure Document ControlCompliance [Tammy Lehrer]CERLaggingQuarterly1. Meeting Efficiency PerceptionScore2. Performance ReviewCompletion RatePrepared by Strategic Affairs, Office of the PresidentPage 5 of 42
dAligned ObjectiveGrow Programs &CommunityPartnershipsImprove QualityImprove FinancialPerformanceDRAFT – 03.09.18Original Performance Measure1. # of programs2. # of partnershipsRefined Performance MeasureVEPOP [Jolene Kittle]1. # Screened Positive for Street Violence2. # Enrolled in VEPOP3. % Screened Positive for Street Violencethat Enrolled in VEPOP4. # of VEPOP Referrals to CommunityPartnersUpstate Foundation [Eileen Pezzi]5. Donations ( )6. # of Internal and External Donors1. Vizient Star Rating – Inpatient[Dr. Hans Cassagnol]2. Vizient Star Rating –Outpatient [Dr. HansCassagnol]1. Financial Performance Indexconsisting of data for Campus,University Hospital and UUMArelated to:a. Total Revenue Growthb. Overall Profit Marginc. Days Cash on Hand1. Total Growth Revenue – Campus [DavidAnthony]2. Total Growth Revenue – UniversityHospital [Stuart Wright]3. Total Growth Revenue – UUMAS[Bridget Flanagan]4. Overall Profit Margin - Campus [DavidAnthony]5. Overall Profit Margin – UniversityHospital [Stuart Wright]6. Overall Profit Margin – UUMAS [BridgetFlanagan]7. Days Cash on Hand – Campus [DavidAnthony]8. Days Cash on Hand – UniversityHospital [Stuart Wright]9. Days Cash on Hand – UUMAS [BridgetFlanagan]Prepared by Strategic Affairs, Office of the PresidentMissionAlignmentC E RLeading al(March g-ERLaggingC--LaggingC--LaggingSemiAnnual(March &September)SemiAnnual(March &September)Page 6 of 42
PerformanceMeasureStatusFinalizedAligned ObjectiveOriginal Performance MeasureIncrease Reputationfor ExcellenceReputation Index –Three composite indices tocapture “Choose Us,” “Say GoodThings,” and “Support & Want toEngage”Refined Performance Measure1. Clinical: HCAHPS “Likelihood toRecommend” [James Legault]2. Education: Applications to AvailableSeats Ratio [Jennifer Welch]3. Research: Total Sponsored Research[Stephen Rusinko]MissionAlignmentC E RLeading ySemiAnnuallySemiAnnually4. Workforce: Retention Rate [ChristineSpiddle]FinalizedFinalizedFinalizedTo BeFinalizedImprove HealthOutcomes1. Community Health EducationElements2. Onondaga County HealthDepartment Data3. Local and Regional HealthIndex1. Inpatient Mortality [Dr. HansCassagnol]2. Hospital Acquired Conditions [Dr. HansCassagnol]3. Surgical Site Infections [Dr. HansCassagnol]Reduce HealthDisparitiesNo Specific Measure IdentifiedIncrease AccessClinical1. Time to Third Available NewAppointmentEducation2. Learner Access Score: # ofNew Programs1. Innovation Indexa. Research Expenditureb. # of patients enrolled inclinical trialsc. Students involved inscholarly activitiesd. # of intellectual propertydisclosuresShe Matters program [Linda Veit]1. Individuals Reached through StrategicOutreach2. Women Screened (Mammography)3. New Participants Enrolled in theProgramClinical1. Inpatient Admissions [Stuart Wright]2. Outpatient Visits [Stuart Wright]Education3. Learner Access Pathways [JenniferWelch]1. Publication Impact Factor [VirginiaYoung]2. # of Publications [Virginia Young]3. # of Authors [Virginia Young]4. # of Citations [Virginia Young]5. # of Research Grants Submitted[Jennifer Rudes]6. Amount of Research GrantsRequested [Jennifer Rudes]Enhance InnovationDRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentPage 7 of 42
PerformanceMeasureStatusTo BeFinalizedAligned ObjectiveOriginal Performance MeasureUnderDevelopmentImprove FiscalResponsibility &TransparencyImprove Culture ofTrust1. Budget Process Participation(Key Financial Indicator) [EricSmith]1. Pulse SurveyUnderDevelopmentIncrease WorkforceSatisfaction1. Workforce SatisfactionIndicator2. Quality of Life IndicatorDRAFT – 03.09.18Refined Performance MeasureUnder Development for Culture of TrustObjectiveProposed Alternate Measures: Press Ganey Response Rate Possible Press Ganey Survey Questions:o “There is a climate of trustwithin my work unit”o “I have confidence in seniormanagement’s leadership”o “The organization conductsbusiness in an ethical manner”o “I am involved in decisions thataffect my work”o “When appropriate, I can acton my own without asking forapproval”o “I get the training I need to doa good job”o “Employees’ actions supportthis organization’s mission andvalues”Under Development for WorkforceSatisfactionProposed Alternate Measures: Possible Press Ganey Survey Questions:o “Overall I am a satisfiedemployee”o “I like the work I do”o “The organization supports mein balancing my work life andpersonal life”o “The organization providescareer developmentopportunities”Prepared by Strategic Affairs, Office of the PresidentMissionAlignmentC E RLeading l?TBDTBD?TBDTBDPage 8 of 42
PerformanceMeasureStatusUnderDevelopmentAligned ObjectiveIncrease IntegrationMissionAlignmentC E ROriginal Performance MeasureRefined Performance Measure1. Leadership Integration SurveyUnder Development for IncreaseIntegrationProposed Alternate Measures: Possible Press Ganey Survey Questions:o “Different units work welltogether in this organization”o “I am involved in decisions thataffect my work”o “Different levels of thisorganization communicationeffectively with each other”Totals?Leading vs.LaggingMeasureReportingFrequencyTBDTBDC E R34 19 19*** End of Table 1 ***DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentPage 9 of 42
Table 2: Timeline for OUR Upstate Performance Measure ReportingProposed Timeline for OUR Upstate Tier 1 Performance Measure ReportingTaskTarget dates1. Finalize OUR Upstate Performance Measure SelectionMarch 20182. Evaluation of Reporting Software and Dashboard OptionsMarch – April 20183. OUR Upstate Performance Measure ReportingStarting in May 2018*** End of Table 2 ***DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentPage 10 of 42
AppendixAppendix A: Rationale for Revised Performance ties(People,Facilities, &Technology)IncreaseDiversity, Equity,Access &InclusionDRAFT – 03.09.18Original PerformanceMeasure1. Diversity Index –Workforcea. % of employmentapplications fromdiverse populationsb. % of hires fromdiverse populations2. Diversity Index –Studentsa. % of applicationsfrom diversepopulationsb. % of enrollmentsfrom diversepopulationsc. % of graduation andretention fromdiverse populationsRationale for Revised PerformanceMeasureRevised Performance Measure1. Workforce Diversity:Workforce from diverse populations:o Minority Race & Ethnicityo Femaleo Protected Veteranso Individuals with Disabilities2. Student Diversity:o Underrepresented minority(URM) studentsPrepared by Strategic Affairs, Office of the President OSA Implementation team recommendssimplifying the performance measurefrom a composite index to a fewindividual metricsThese revised performance measureswere developed with the assistance ofthe SMEs from each category(Workforce Diversity Gloria Lopez,Dawn Norcross and Mary Meier;Student Diversity Jennifer Martin Tse)These measures meet the followingUMU specific performance measurecriteria:o Connects to Intended Resultso Current ability to measureo Important to Institute-wideprioritieso Connects to Intended Resultso Workforce Diversity: Breadth ofmeasureo Workforce Diversity: Balanceacross Education, Research andClinicalPage 11 of 42
ities, &Technology)ObjectiveImprove Cultureof TrustIncreaseWorkforceSatisfactionDRAFT – 03.09.18Original PerformanceMeasure1. Pulse Survey1. Workforce SatisfactionIndicator2. Quality of Life IndicatorRationale for Revised PerformanceMeasureRevised Performance MeasureUnder Development for Culture of TrustObjectiveProposed Alternate Measures: Press Ganey Response Rate Possible Press Ganey Survey Questions:o “There is a climate of trustwithin my work unit”o “I have confidence in seniormanagement’s leadership”o “The organization conductsbusiness in an ethical manner”o “I am involved in decisions thataffect my work”o “When appropriate, I can acton my own without asking forapproval”o “I get the training I need to doa good job”o “Employees’ actions supportthis organization’s mission andvalues” Under Development for WorkforceSatisfaction ObjectiveProposed Alternate Measures: Possible Press Ganey Survey Questions:o “Overall I am a satisfiedemployee”o “I like the work I do”o “The organization supports mein balancing my work life andpersonal life” Prepared by Strategic Affairs, Office of the President OSA Implementation Team recommendsselecting alternate performancemeasures that could be reported in thenear future since the data collection andreporting processes are not currently inplace for the original proposedperformance measures for thisObjectiveOSA Implementation Team recommendsselecting an alternate performancemeasure based on the Institute-wide“One University” Press Ganey surveyconducted in December 2017The 2017 Press Ganey survey willprovide the baseline data for the chosenperformance measure(s)These measures meet the followingUMU specific performance measurecriteria:o Connects to Intended Resultso Current ability to measureo Important to Institute-wideprioritiesOSA Implementation Team recommendsselecting alternate performancemeasures that could be reported in thenear future since the data collection andreporting processes are not currently inplace for the original proposedperformance measures for thisObjectiveOSA Implementation Team recommendsselecting an alternate performancePage 12 of 42
ities, (cont’d)Original PerformanceMeasureoSee AboveRationale for Revised PerformanceMeasureRevised Performance Measure“The organization providescareer developmentopportunities” OptimizeTechnology,Facilities, &Support Services1. T, F, and S UtilizationIndex2. T, F, and S Adequacyand Availability Index1. Closed Help Desk Tickets Added toClosed IMT Project Requests2. Satisfaction Rate of Closed Help DeskTickets and Closed IMT ProjectRequests3. Cybersecurity Intrusions Thwarted DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the Presidentmeasure based on the Institute-wide“One University” Press Ganey surveyconducted in December 2017The 2017 Press Ganey survey willprovide the baseline data for the chosenperformance measure(s)These measures meet the followingUMU specific performance measurecriteria:o Connects to Intended Resultso Current ability to measureImportant to Institute-wide prioritiesOSA Implementation Team recommendsselecting alternate performancemeasures that could be reported in thenear future since the data collection andreporting processes are not currently inplace for the original proposedperformance measures for thisObjectiveThese revised performance measureswere developed with the assistancefrom SMEs from IMT (Mark Zeman andSteve DeFazio)These measures meet the followingUMU specific performance measurecriteria:o Connects to Intended Resultso Current ability to measureo Breadth of measureo Balance across Education,Research and ClinicalPage 13 of 42
ency &AccountabilityOriginal PerformanceMeasure1. Meeting EfficiencyPerception Score2. Performance ReviewCompletion RateRationale for Revised PerformanceMeasureRevised Performance Measure1. Policy-Procedure Document ControlCompliance DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentOSA Implementation Team recommendsselecting alternate performancemeasures that could be reported in thenear future since the data collection andreporting processes are not currently inplace for the original proposedperformance measures for thisObjectiveFollowing discussion with TammyLehrer, it was decided that the PolicyProcedure Compliance report wouldprovide the best performance measureavailable at this time that would speakto an aspect of accountability acrossUpstate Medical UniversityThese measures meet the followingUMU specific performance measurecriteria:o Connects to Intended Resultso Current ability to measureo Breadth of measureo Education, Research and Clinicalo Ability to drill-down and roll-upo Important to Institute-widepriorities (i.e. increase emphasison University-wide policies andprocedures to align with “OneUniversity”)Page 14 of 42
PerspectiveInternalProcessesObjectiveGrow Programs &CommunityPartnershipsOriginal PerformanceMeasure1. # of programs2. # of partnershipsRationale for Revised PerformanceMeasureRevised Performance MeasureVEPOP 1. # Screened Positive for Street Violence2. # Enrolled in VEPOP3. % Screened Positive for Street Violencethat Enrolled in VEPOP4. # of VEPOP Referrals to CommunityPartnersUpstate Foundation5. Donations ( ) 6. # of Internal and External Donors DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentOSA Implementation Team recommendsselecting alternate performancemeasures that could be reported in thenear future since the data collection andreporting processes are not currently inplace for the original proposedperformance measures for thisObjectiveThese revised performance measureswere developed with the assistance ofthe SMEs from each category (VEPOP Jolene Kittle and Kim Nasby; UpstateFoundation Eileen Pezzi)These measures meet the followingUMU specific performance measurecriteria:o Current ability to measureo Important to Institute-wideMission and prioritieso VEPOP: Connects to IntendedResults (i.e. program &partnerships to addresscommunity need)o VEPOP: Unique program atUMU to showcaseo Upstate Foundation: Connectsto Intended Results (i.e. internaland external philanthropicpartnerships)o Upstate Foundation: Fundingsupports Mission and Visiondriven programs and activitiesPage 15 of 42
PerspectiveInternalProcessesObjectiveOriginal PerformanceMeasureImprove Quality1. Vizient Star Rating –Inpatient2. Vizient Star Rating –OutpatientEnhanceInnovation1. Innovation Indexa. ResearchExpenditureb. # of patientsenrolled in clinicaltrialsc. Students involved inscholarly activitiesd. # of intellectualproperty disclosuresRationale for Revised PerformanceMeasureRevised Performance MeasureNo new measure proposed at this time.1.2.3.4.5.6.Publication Impact Factor# of Publications# of Authors# of Citations# of Research Grants Submitted Amount of Research GrantsRequested DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentBased on discussion with the ObjectiveOwner, it was decided to simplify theperformance measure from a compositeindex to a few individual metricsThese revised performance measureswere developed with the assistance ofthe SMEs from each category(Publications metrics Virginia Young;Research Grants metric JenniferRudes)These measures meet the followingUMU specific performance measurecriteria:o Connect to Intended Resultso Current ability to measureo Important to Institute-widepriorities (i.e. scholarly activity)o Publication Measures: Balanceacross Education, Research andClinicalPage 16 of 42
rationOriginal PerformanceMeasure1. Leadership IntegrationSurveyRationale for Revised PerformanceMeasureRevised Performance MeasureUnder Development for IncreaseIntegration ObjectiveProposed Alternate Measures: Possible “One University” Press GaneySurvey Questions:o “Different units work welltogether in this organization”o “I am involved in decisions thataffect my work”o “Different levels of thisorganization communicationeffectively with each other” FinancialStewardshipImprove FiscalResponsibility &TransparencyDRAFT – 03.09.18Budget Process Participation(Key Financial Indicator)Prepared by Strategic Affairs, Office of the President OSA Implementation Team recommendsselecting alternate performancemeasures that could be reported in thenear future since the data collection andreporting processes are not currently inplace for the original proposedperformance measures for thisObjectiveOSA Implementation Team recommendsselecting an alternate performancemeasure based on the Institute-wide“One University” Press Ganey surveyconducted in December 2017The 2017 Press Ganey survey willprovide the baseline data for the chosenperformance measure(s)These measures meet the followingUMU specific performance measurecriteria:o Connects to Intended Resultso Current ability to measureo Important to Institute-wideprioritiesNo new measure proposed at this time.Waiting confirmation from ObjectiveOwner that this is still the bestperformance measure for the ObjectivePage 17 of 42
PerspectiveObjectiveFinancialStewardshipImprove FiscalPerformanceLearners,Patients,Community &OtherStakeholdersIncreaseReputation forExcellenceOriginal PerformanceMeasureRationale for Revised PerformanceMeasureRevised Performance Measure1. Financial PerformanceIndex consisting of datafor Campus, UniversityHospital and UUMArelated to:a. Total RevenueGrowthb. Overall ProfitMarginc. Days Cash on Hand1. Total Growth Revenue – Campus2. Total Growth Revenue – UniversityHospital3. Total Growth Revenue – UUMAS4. Overall Profit Margin - Campus5. Overall Profit Margin – UniversityHospital6. Overall Profit Margin – UUMAS7. Days Cash on Hand – Campus8. Days Cash on Hand – UniversityHospital9. Days Cash on Hand - UUMAS 1. Reputation Index Three composite indices tocapture “Choose Us,” “SayGood Things,” and “Support& Want to Engage”1. Clinical: HCAHPS “Likelihood toRecommend”2. Education: Applications to AvailableSeats Ratio3. Research: Total Sponsored Research4. Workforce: Retention DRAFT – 03.09.18Prepared by Strategic Affairs, Office of the PresidentBased on discussions with BridgetFlanagan, it was decided to report allnine measures individually and notconsolidate them into composite indices.These measures meet the followingUMU specific performance measurecriteria:o Connects to Intended Resultso Current ability to measureo Breadth of measureo Important to Institute-wideprioritieso Balance across Education,Research and ClinicalOSA Implementation Team recommendssimplifying the composite index andproposes specific measures that wouldgauge excellence across the University’smission plus its workforce:a. Clinicalb. Educationc. Researchd. WorkforceThese revised performance measureswere developed with the assistance ofthe SMEs from each categoryThese measures meet the followingUMU specific performance measurecriteria:o Connects to Intended Resultso Current ability to measureo Balance across Education,Research and ClinicalPage 18 of 42
PerspectiveLearners,Patients,Community &OtherStakeholdersObjectiveOriginal PerformanceMeasureRevised Performance MeasureImprove HealthOutcomes1. Community HealthEducation Elements2. Onondaga CountyHealth Department Data3. Local and RegionalHealth Index1. Inpatient Mortality2. Hospital Acquired Conditions3. Surgical Site
o OSA Implementation Team modified the Balanced Scorecard Institute Data Definition Table format to be more coherent and streamlined. For examples of a blank template version and a draft completed version of the ne
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