OUR Upstate Tier 1 Performance Measures Reporting Progress .
OUR Upstate Tier 1 Performance Measures ReportingProgress ReportStrategic Affairs, Office of the PresidentDecember 2017ContentsOverview . 2Process for Tier 1 Performance Measurement Development . 2Status of Tier 1 Performance Measures . 2Timeline for Tier 1 Performance Measure Reporting . 2Key Milestones for Tier 1 Performance Measure Reporting . 2Diagram 1: Performance Measurement Development Process . 3Diagram 2: OUR Upstate Strategy Map with Performance Measures . 4Table 1: Performance Measure Development Status . 5Table 2: Timeline for Tier 1 Performance Measure Reporting . 9Appendix . 10Appendix A: Rationale for Revised Performance Measures . 10Appendix B: Work Plan Tasks to Be Completed. 16Appendix C: Evaluation Criteria for Performance Measures . 21Appendix D: Email Communications with Objective Owners, Measurement Owners, and SMEs . 22Appendix E: Meetings with Objective Owners, Measurement Owners, and SMEs. 23Appendix F: Data Definition Table . 25Template Data Definition Table . 25Example Draft Data Definition Table . 26Appendix G: Data Definition Table Progress Summary . 27
OverviewProcess for Tier 1 Performance Measurement DevelopmentIn preparation for the reporting of the Tier 1 Performance Measures, the Office of Strategic Affairs (OSA)Implementation Team developed a process for evaluating and finalizing the selection of the Tier 1 PerformanceMeasures, as illustrated in Diagram 1.Status of Tier 1 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 20 Under Development Performance Measures 9 On Hold Performance Measures 2Diagram 2 provides a visual of the status of the performance measures for the 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 Tier 1 Performance Measure ReportingA timeline of high-level milestones required for the go-live of Tier 1 Performance Measure Reporting for UpstateMedical 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 Tier 1 Performance Measure Reporting Evaluation of Tier 1 Performance Measures: In early August 2017, the newly formed OSA Implementation Teambegan the process to review the Tier 1 performance measures proposed in the OUR Upstate Strategic Plan to verifythat they were still applicable, appropriate and feasible. This review included an analysis of the measures withrespect to 45 parameters and against the evaluation criteria outlined in Appendix C. Additionally, as part of the Tier1 Performance Measure review and evaluation process, approximately 110 measurements previously used for theEngaging Excellence Report Card were reviewed with respect to potential use as baseline measurements and/or forincorporation 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.Tier 1 Performance Measurement Development Process: Referred to above and illustrated in Diagram 1.Email Communications: OSA Implementation Team communicated with Objective Owners, Measurement Owners,and Subject Matter Experts (SMEs) to discuss the originally proposed measures and potential alternate Tier 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 Tier 1 Strategy Map. For anoverview 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 format, 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. For an overview of the Data Definition Table Progress Summary, please referto Appendix G.FINAL – 12/15/17 v.2Prepared by Strategic Affairs, Office of the PresidentPage 2 of 31
Diagram 1: Performance Measurement Development Process1. Review PerformanceMeasure proposed inStrategic Plan (April 2017)2014)with respect to intendedresults2. Communication withObjective Owners,Measurement Owners,and/or Subject MatterExperts (SME) to discussproposed measure andpotential alternatemeasures3. Evaluate potentialmeasurements based onconsiderations notedbelow4. Strategic AffairsImplementation draftsData Definition Table5. Measurement Ownerand/or SME review ofData Definition Table6. Strategic AffairsImplementation reviewsData Definition Table withIMT for development ofdashboardConsiderations for Performance Measure Development Measurement connects to Intended Results of the Objective Focus on strategic versus operational measures Measure is easy to understand, valid, and reliable Potential of strong ability to influence measure with targeted actions Provides meaningful information for decision-making and development of action plans Measure is sustainable (intent is to measure and monitor over longer term) Measurement captures balance across education, research, and clinical Select direct measurements when possible Prioritize leading measures over lagging measures, as possible Ability to drill-down and roll-up measure Prioritize measures where baseline and benchmark data exists Metric encompasses a high-level Institution-wide measurement (“Breadth of Measure”)*** End of Diagram 1 ***FINAL – 12/15/17 v.2Prepared by Strategic Affairs, Office of the PresidentPage 3 of 31
Diagram 2: OUR Upstate Strategy Map with Performance Measures*** End of Diagram 2 ***FINAL – 12/15/17 v.2Prepared by Strategic Affairs, Office of the PresidentPage 4 of 31
Table 1: Performance Measure Development StatusPerformanceMeasureStatusFinalizedAligned ObjectiveImprove QualityImprove FinancialPerformanceTo BeFinalizedOriginal Performance Measure1. Vizient Star Rating – Inpatient2. Vizient Star Rating –Outpatient3. Financial Performance Indexconsisting of data for Campus,University Hospital and UUMArelated to:a. Total Revenue Growthb. Overall Profit Marginc. Days Cash on HandProposed Refined Performance MeasureMissionAlignmentC E RLeading vs.LaggingMeasureReportingFrequency1. Average of Vizient Star Rating for:a. Inpatient Star Ratingb. Outpatient Star Rating1. 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 – March &September)CCE-R-C--Improve HealthOutcomes4. Community Health EducationElements5. Onondaga County HealthDepartment Data6. Local and Regional HealthIndex1. Inpatient Mortality2. Hospital Acquired Conditions3. Surgical Site erlyQuarterlyIncrease Access7. Time to Third Available NewAppointmentPatient Volume1. Inpatient Admissions2. Outpatient VisitsCC--LaggingLaggingQuarterlyQuarterly1. Diversity Index – Workforcea. % of employmentapplications from diversepopulationsb. % of hires from diversepopulations1. Workforce Diversity: % increase inworkforce from diverse populations2. Student Diversity: % increase instudents from diverse ease Diversity,Equity, Access &InclusionFINAL – 12/15/17 v.2Prepared by Strategic Affairs, Office of the PresidentPage 5 of 31
PerformanceMeasureStatusTo BeFinalized(cont’d)Aligned ObjectiveIncrease Diversity,Equity, Access &Inclusion(cont’d)Enhance InnovationIncrease IntegrationImprove FiscalResponsibility &TransparencyIncrease Reputationfor ExcellenceFINAL – 12/15/17 v.2Original Performance Measure2. Diversity Index – Studentsa. % of applications fromdiverse populationsb. % of enrollments fromdiverse populationsc. % of graduation andretention from diversepopulations3. Innovation Indexa. Research Expenditureb. # of patients enrolled inclinical trialsc. Students involved inscholarly activitiesd. # of intellectual propertydisclosures4. Leadership Integration SurveyProposed Refined Performance Measure Specific metrics to be finalizedProposed 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”5. Budget Process Participation(Key Financial Indicator)6. Reputation Index Three composite indices tocapture “Choose Us,” “Say GoodThings,” and “Support & Want toEngage”1. Reputation Index:a. Clinical: HCAHPS “Likelihood toRecommend”b. Academic: Student Measure TBDc. Research: Grants Measure TBDd. Workforce: RetentionPrepared by Strategic Affairs, Office of the PresidentMissionAlignmentC E RLeading gingTBDCERLaggingAnnualCERLaggingQuarterlyPage 6 of 31
PerformanceMeasureStatusUnderDevelopmentAligned ObjectiveOriginal Performance MeasureOptimize Technology,Facilities, & SupportServices1. T, F, and S Utilization Index2. T, F, and S Adequacy andAvailability IndexImprove Efficiency &Accountability3. Meeting Efficiency PerceptionScore4. Performance ReviewCompletion RateGrow Programs &CommunityPartnerships5. # of programs6. # of partnershipsReduce HealthDisparitiesIncrease AccessFINAL – 12/15/17 v.2Proposed Refined Performance MeasureMissionAlignmentC E RLeading vs.LaggingMeasureReportingFrequencyTBD for Optimize Technology, Facilities, &Support ServicesProposed Alternate Measures: Physical Plant iService CustomerSatisfaction Survey IMT Project Requests metric (ex: # ofproject requests) HelpDesk metric (ex: CustomerSatisfaction) IT Investment Action OIProposed Alternate Measures: Policy-Procedure Document ControlCompliance Action OI Physical Plant: Total Expenses per 1000gross square feet maintainedTBD for Grow Programs and CommunityPartnershipsProposed Alternate Measures: Community Grants: # and/or VEPOP metric “She Matters” and/or “We Matter”metric?TBDTBD?TBDTBD?TBDTBD7. No Specific Measure IdentifiedTBD for Reduce Health DisparitiesProposed Alternate Measures: VEPOP metric “She Matters” and/or “We Matter”metric?TBDTBD8. Learner Access Score: # ofNew ProgramsTBD for Increase Access – StudentsProposed Alternate Measures: Graduation and Retention RateAchievement-E-TBDTBDPrepared by Strategic Affairs, Office of the PresidentPage 7 of 31
PerformanceMeasureStatusOn HoldAligned ObjectiveOriginal Performance MeasureProposed Refined Performance MeasureMissionAlignmentC E RLeading vs.LaggingMeasureReportingFrequencyImprove Culture ofTrust1. Pulse SurveyTBD for Culture of Trust ObjectiveProposed 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 do agood job”o “Employees’ actions supportthis organization’s mission andvalues”?TBDTBDIncrease WorkforceSatisfaction2. Workforce SatisfactionIndicator3. Quality of Life IndicatorTBD for Workforce SatisfactionProposed 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”Totals?TBDTBDC16E9R8*** End of Table 1 ***FINAL – 12/15/17 v.2Prepared by Strategic Affairs, Office of the PresidentPage 8 of 31
Table 2: Timeline for Tier 1 Performance Measure ReportingProposed Timeline for Tier 1 Performance Measure ReportingTask1. Continued coordination with the following to further develop and revisePerformance Measures, as applicable: Objective Owners Measurement Owners Subject Matter Experts (SMEs) across functional areasTarget datesOngoing through 1/5/182. Development of Data Definition Tables(initial draft by Strategic Affairs – Implementation with additional input fromObjective and Measurement Owners, SMEs)Ongoing through 1/5/183. Coordination with IMT regarding custom report and dashboard development(Note 1)Ongoing through 1/19/184. Evaluate vendor software options (tentative)Ongoing through 1/19/185. Develop and implement communication for Tier 1 Performance MeasureReporting, including variance reporting (Note 2)6. Initiate pilot test reporting1/26/187. Present Performance Measurement Plan update to E-UEC2/6/18 – date to beconfirmed2/21/188. Go-live Tier 1 Performance Measure reporting2/2/18Notes:1.2.3.4.Prioritized use of internal IMT capabilities to develop custom reports and dashboard as an alternative to purchasingadditional external software toolsVariance Reporting - each measurement owner to provide explanation for measurements not reaching targetincluding issues, barriers, and actions necessary to address causes of variationSchedule may be impacted based on time required to develop custom reports and dashboards (contingent uponavailable IMT resources)Initial roll-out will include current data to the extent possible based on available information. Data will be updatedbased on reporting frequencies for individual Performance Measures (i.e. Financial Performance reporting proposedto occur in March and September)*** End of Table 2 ***FINAL – 12/15/17 v.2Prepared by Strategic Affairs, Office of the PresidentPage 9 of 31
AppendixAppendix A: Rationale for Revised Performance MeasuresPerspectiveLearners,Patients,Community &OtherStakeholdersObjectiveOriginal PerformanceMeasureRevised Performance MeasureIncreaseReputation forExcellence1. Reputation Index Three composite indices tocapture “Choose Us,” “SayGood Things,” and “Support& Want to Engage”1. Reputation Index:a. Clinical: HCAHPS “Likelihood toRecommend”b. Academic: Student Measure TBDc. Research: Grants Measure TBDd. Workforce: RetentionImprove HealthOutcomes1. Community HealthEducation Elements2. Onondaga CountyHealth Department Data3. Local and RegionalHealth Index1. Inpatient Mortality2. Hospital Acquired Conditions3. Surgical Site InfectionsFINAL – 12/15/17 v.2Prepared by Strategic Affairs, Office of the PresidentRationale for Revised PerformanceMeasure OSA Implementation Team recommendssimplifying the composite index for thisperformance measure and proposesspecific measures that would gaugeexcellence across the University’smission plus its workforce:a. Clinicalb. Academicc. Researchd. Workforce Each performance measure in thecomposite index will be weightedequally at 25% 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 this Objective As clinical quality is a current priority forUMU, it is recommended that theperformance measure(s) for thisobjective focus on clinical quality Based on discussions with Dr. Cassagnol,the three proposed clinical qualitymeasures were selectedPage 10 of 31
PerspectiveLearners,Patients,Community ginal PerformanceMeasureReduce HealthDisparitiesNo Specific MeasureIdentifiedIncrease Access1. Patient Access: Time toThird Available NewAppointment2. Learner Access Score: #of new programsImprove FiscalResponsibility &TransparencyFINAL – 12/15/17 v.2Revised Performance MeasureTBD for Reduce Health DisparitiesProposed Alternate Measures: VEPOP metric “She Matters” and/or “We Matter”metricPatient Volume1. Inpatient Admissions2. Outpatient VisitsLearner AccessTBD for Increase Access – StudentsProposed Alternate Measures: Graduation and Retention RateAchievementBudget Process Participation(Key Financial Indicator)Prepared by Strategic Affairs, Office of the PresidentRationale for Revised PerformanceMeasure This measure needs to be furtherdefined and identifiedPatient Access Measure To measure increased accesses from aclinical perspective, the OSAImplementation Team recommendsselecting performance measures thatcapture a more robust picture of patientaccess as it relates to ambulatory,inpatient and ED patients Stuart Wright providedrecommendations for data that iscurrently measured for:o Inpatient Volumeo Outpatient Volume UUMAS private practicevisits will be incorporatedinto this measure as wellLearner Access Measure OSA Implementation Team recommendsselecting an alternate performancemeasure that could be reported in thenear future since the data collection andreporting processes are not currently inplace for the original proposedperformance measure for this ObjectiveNo new measure proposed at this time.Waiting confirmation from Objective Ownerthat this is still the best performancemeasure for the ObjectivePage 11 of 31
PerspectiveObjectiveFinancialStewardshipImprove FiscalPerformanceInternalProcessesOriginal PerformanceMeasure1. Financial PerformanceIndex consisting of datafor Campus, UniversityHospital and UUMArelated to:a. Total RevenueGrowthb. Overall ProfitMarginc. Days Cash on HandImproveEfficiency &Accountability1. Meeting EfficiencyPerception Score2. Performance ReviewCompletion RateGrow Programs &CommunityPartnerships1. # of programs2. # of partnershipsFINAL – 12/15/17 v.2Rationale for Revised PerformanceMeasureRevised Performance Measure1. 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 - UUMASProposed Alternate Measures: Policy-Procedure Document ControlCompliance Action OI Physical Plant: Total Expense per 1000gross square feet maintainedTBD for Grow Programs and CommunityPartnershipsProposed Alternate Measures: Community Grants: # and/or VEPOP metric “She Matters” and/or “We Matter”metricPrepared by Strategic Affairs, Office of the President Bridget Flanagan recommendeddisplaying all nine measures and notconsolidating them into compositeindices. She noted that a roll-up indexcould be done but that it would beimportant to be able to drill down intothe data to see the details for each ofthe three entities (Campus, UH, &UUMAS)Instead of one index, this objective willhave nine performance measures 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 thisObjective 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 thisObjectivePage 12 of 31
PerspectiveInternalProcessesObjectiveOriginal PerformanceMeasureRationale for Revised PerformanceMeasureRevised Performance Measure Discussion with Dr. Cassagnol identifiedthat internally a single Vizient Star Ratingcould be created of the average of theInpatient and Outpatient ratings in orderto create a single “Health System StarRating”Improve Quality1. Vizient Star Rating –Inpatient2. Vizient Star Rating –Outpatient1. Average of Vizient Star Rating for:a. Inpatient Star Ratingb. Outpatient Star RatingEnhanceInnovation1. Innovation Indexa. ResearchExpenditureb. # of patientsenrolled in clinicaltrialsc. Students involved inscholarly activitiesd. # of intellectualproperty disclosuresSpecific metrics to be finalized for theInnovation IndexNo new measure proposed at this time.Waiting confirmation from Objective Ownerthat this is still the best performancemeasure for the ObjectiveIncreaseIntegration1. Leadership IntegrationSurveyProposed 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” FINAL – 12/15/17 v.2Prepared by Strategic Affairs, Office of the President Waiting confirmation from ObjectiveOwner that the original performancemeasure is still the best performancemeasure for the Objective, and if so, thestatus of it.If the Leadership Integration Survey isno longer the preferred metric, OSAImplementation Team has identified afew questions from the Press GaneySurvey that could also be used potentialperformance measures for thisObjective.Page 13 of 31
ple,Facilities, &Technology)IncreaseDiversity, Equity,Access &InclusionImprove Cultureof TrustFINAL – 12/15/17 v.2Original 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 populations1. Pulse SurveyRationale for Revised PerformanceMeasureRevised Performance MeasurePossible modification to the data includedin this performance measure index basedon conversations with Objective Owner andSubject Matter ExpertsNeed to finalize with the Objective Ownersand Subject Matter Experts the data to beincluded for this performance measure1. Workforce Diversity: % increase inworkforce from diverse populations2. Student Diversity: % increase instudents from diverse populationsTBD for Culture of Trust ObjectiveProposed 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”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 University-widePress Ganey survey that will beconducted in December 2017Page 14 of 31
ities, &Technology)ObjectiveOriginal PerformanceMeasureoImprove Cultureof Trust(cont’d)IncreaseWorkforceSatisfaction1. Workforce SatisfactionIndicator2. Quality of Life IndicatorRationale for Revised PerformanceMeasureRevised Performance Measure“I get the training I need to doa good job”o “Employees’ actions supportthis organization’s mission andvalues”TBD for Workforce SatisfactionProposed 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” The 2017 Press Ganey survey wouldprovide the baseline data for the chosenperformance measure(s) 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 University-widePress Ganey survey that will beconducted in December 2017The 2017 Press Ganey survey wouldprovide the baseline data for the chosenperformance measure(s)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 thisObjective OptimizeTechnology,Facilities, &Support ServicesFINAL – 12/15/17 v.21. T, F, and S UtilizationIndex2. T, F, and S Adequacyand Availability IndexTBD for Optimize Technology, Facilities, &Support ServicesProposed Alternate Measures: Physical Plant iService CustomerSatisfaction Survey IMT Project Requests metric (ex: # ofproject requests) HelpDesk metric (ex: CustomerSatisfaction) IT Investment Action OI*** End of Appendix A ***Prepared by Strategic Affairs, Office of the President Page 15 of 31
Appendix B: Work Plan Tasks to Be CompletedObjectiveIncrease Diversity,Equity, Access &InclusionPerformance Measures1. Diversity Index – Workforce % increase in workforce from diversepopulations2. Diversity Index – Students % increase in students from diversepopulationsImprove Culture ofTrustOriginal: Pulse SurveyProposed Alternate Measure:TBD based on Press Ganey Survey contentIncrease WorkforceSatisfactionOriginal:1. Workforce Satisfaction Indicator2. Quality of Life IndicatorProposed Alternate Measure:TBD based on Press Ganey Survey contentFINAL – 12/15/17 v.2Tasks Confirm Objective Owner (originally: Maxine Thompson; Interim: Sergio GarciaDiversity Index - Workforce Review workforce diversity data provided by Mary Meier Review HR Metrics Dashboard provided by Eric Frost Follow up with Mary Meier and/or Eric Frost regarding finalizing WorkforceDiversity data Select performance measure(s) Complete Data Definition Table(s) for this measure Follow up with Sergio Garcia for approval of the selected workforce diversityperformance measure Develop data collection process and reporting process for this measureDiversity Index - Students Review student diversity data provided by Jennifer Martin Tse Follow up with Jennifer Martin Tse regarding finalizing Student Diversity data Complete Data Definition Table(s) for this measure Follow up with Dr. Julie White for approval of the selected student diversityperformance measure Develop data collection process and reporting process for this measure Review the Press Ganey survey for questions / data that could be used as aperformance measure Follow up with Objective Owner Dr. Schmitt to discuss an alternate performancemeasure Complete Data Definition Table(s) for this measure Develop data collection process and reporting process for this measure Confirm if Paula Trief is still the Objective Owner Review the Press Ganey survey for questions / data that could be used as aperformance measure Follow up with Objective Owner to discuss an alternate performance measure Complete Data Definition Table(s) for this measure Develop data collection process and reporting process for this measurePrepared by Strategic Affairs, Offic
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 new
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