Measuring Success

It is critical that every level of management has a clear set of metrics to measure his/her program’s success and clearly understand how these metrics drive the Center’s overall strategic initiatives. The group identified 5 core measures:

Financial Customer Services & Outcomes Quality Compliance Personnel & Standards of Conduct

Personnel & Conduct is universal; all programs will have the same metric(s) to measure and report. The other four metrics will be measured by [looking] at different/specific program practices, outcomes, processes etc. Some examples may include;

Financial:o ICF program managers may measure/track overtime or food/supply costso IDD SC may track service utilization on weekly basiso MH/CA case management may track payer mix ratio or average billable units

Customer Services & Outcomes:o Psychiatric medical may track hospital recidivism or satisfactiono DARS may track employment placements or employer satisfactiono IDD SC may track LAR satisfaction or goal attainment o Business office services may track [internal] customer satisfaction or contractual

obligations Quality

o MH/CA case management may track performance improvement goals e.g., recent treatment plan audit indicated need for training

o All service programs may track documentation completeness Compliance

o All programs will identify 2 to 3 high risk areas pertinent to their service line. Example is timely documentation submission, medical necessity, FCA, privacy/security standards

Personnel & Standards of Conducto The team spent most of the meeting time on this subject. This metric [domain] is an

indicator of the Center’s integrity. Integrity is the cornerstone of the Center’s Integrity Compliance program. All program managers will participate in reviewing the Center’s Standards of Conduct to ensure it is relevant.

Some possible next steps:

Have larger management team review these metrics. Consider Restructuring project completed

Define new project: Design and Implementation of Integrity & Compliance Programo This project will force us to consider all processes/procedures agency wide. Most

importantly it puts integrity at the forefront. We have discussed the [substructure]. I see the practices/procedures as the substructure. The leadership team needs/requires a defined/documented structure to work within. We may want to look at the hospital world. They are forced to work in a very scientific manner; measuring and benchmarking best practices. The business metrics we have developed would provide us a starting point to bring strategic focus to a core set of measures. The trick is start simple. But, we must start.