MHS Strategic Plan Balanced Scorecard Overview

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MHS Strategic PlanBalanced ScorecardOverview
POC Maj Alex Baird, [phone]
Maj Chris Priest, [phone]
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MHS Strategic Planning - Balanced Scorecard
At the highest level, the Balanced Scorecard is
a framework that helps organizations translate
strategy into operational objectives that drive
both behavior and performance.
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Why the MHS is Using the Balanced Scorecard

• Translates a strategy into operational terms
• Ensures that the components of the strategythe
  objectives, measures, initiatives are aligned
  and linked
• Communicates the strategy throughout the MHS
• Forms the basis of an effective and integrated
  strategic management process

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Balanced Scorecard Framework
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Strategic Objectives Form a Theme Through a Set
of Cause and Effect Relationships
To provide patients, families and physicians with
the best, most compassionate care possible
Stakeholder Perspective
Financial/ Budgetary
Improve patient satisfaction
Reallocate to increase staff
Customer Perspective
Be Kid Friendly
Decrease supply cost
Improve access
(Customer Value Theme)
Internal Perspective
Reduce waiting times
Implement practice guidelines
Learning Perspective
Improve marketing of CPGs and best practices
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Balanced Scorecard Components
Strategy Map Diagram of the cause-and-effect
relationships between strategic objectives
ObjectivesStatement of what strategy must
achieve and whats critical to its success
TargetsThe level of performance or rate of
improvement needed
InitiativesKey action programs required to
achieve objectives
Measures How success in achieving the strategy
will be measured and tracked
Strategic Theme Increase Customer Value
Financial/ Budgetary
Customer
Improve patient satisfaction
Reallocate to increase staff
Be Kid Friendly
Improve access
Decrease supply cost
Objective
Target
Initiative
Measure
Internal
Reduce waiting times

• Reduce waiting times

• 30 minutes

• Emergency room expansion

• Average emergency room wait time

Implement practice guidelines
Learning
Improve marketing of CPGs and best practices
Childrens Hospital Case (example)
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The Ultimate Goal is to Become a Strategy Focused
Organization
Executive Leadership
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• Mobilization
• Governance Process
• Strategic Management

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Formulate
STRATEGY
Communicate
Navigate
Execute
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MHS Strategic Plan
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Mission and Vision

• Mission
• To enhance DoD and our Nations security by
  providing health support for the full range of
  military operations and sustaining the health of
  all those entrusted to our care
• Vision
• A world-class health system that supports the
  military mission by fostering, protecting,
  sustaining and restoring health.
• Destination
• 24-star endorsement of medical program

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Strategy Map for Transforming the MHS
Stakeholder Perspective
To enhance DoD and our Nations security by
providing health support for the full range of
military operations and sustaining the health of
all those entrusted to our care
Financial Perspective
External Customer Perspective
Build healthy communities
Obtain appropriate resources
Deliver high quality care anywhere
Deliver a fit, healthy, and medically protected
force
Improve customer service
Determine and account for readiness costs
Optimize stewardship of resources
Culture of Transformation
Internal Perspective
Readiness
Quality
Efficiency
Identify prioritize requirements
Improve patient safety
Provide a medically ready total force
Enhance system productivity
Increase patient-centered focus
Provide a ready medical capability
Improve interoperability with partners
Improve health outcomes
Learning Growth Perspective (Internal Customers)
Patient/provider focused information systems
which enhance capability
Recruit, retain, and develop personnel
Enhance jointness
Leverage science and technology
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Theme Sponsors
Dr. Winkenwerder, Mr. Richards
Stakeholder Perspective
Mr. Richards, Ms. Embrey, Dr. Tornberg, Mr.
Spruell, RADM Mayo
Ms. Tabler, Mr. Ford, Lt Gen Taylor, LTG Peake,
VADM Cowan
External Customer Perspective
Financial Perspective
Internal Perspective
Ms. Embrey, LTG Peake
Dr. Tornberg, VADM Cowan
Mr. Ford, Lt Gen Taylor
Readiness
Quality
Efficiency
Mr. Reardon, LTG Peake, Dr. Zimble
Learning Growth Perspective (Internal Customers)
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MHS Strategy Architecture
Stakeholder Perspective Our stakeholders are the
American people, expressed through the will of
the President, Congress, and the Department of
Defense
External Customer Perspective Our customers are
the Armed Forces and all those entrusted to our
care
Financial Perspective Accomplish our mission in
a cost effective manner that is visible and fully
accountable
Readiness Theme Focus on activities to enhance
readiness of military forces and the medical
assets that support them
Quality Theme Ensure benchmark standards for
health and health care are met
Efficiency Theme Obtain maximum effectiveness
from the resources we are given
Internal Perspective
Learning and Growth Perspective (Internal
Customers) Our people and our support systems
are critical to giving us the capabilities to
execute on all we set out to achieve.
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Learning Growth PerspectiveIn Order to
Execute Our Internal Processes, With What Skills
and Tools Must We Equip Our People?
Objectives
Patient/provider focused information systems
which enhance capability
Enhance jointness
Recruit, retain, and develop personnel
Leverage science and technology
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Internal Perspective Readiness Theme
Objectives
Provide a ready medical capability
Provide a medically ready total force
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Internal Perspective Quality Theme
Objectives
Improve patient safety
Increase patient-centered focus
Improve health outcomes
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Internal Perspective Efficiency Theme
Objectives
Identify prioritize requirements
Enhance system productivity
Improve interoperability with partners
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External Customer PerspectiveWhat Do Our
Customers Expect of Us?
Objectives
Deliver a fit, healthy, and medically protected
force
Deliver high quality care anywhere
Improve customer service
Build healthy communities
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C-2 Clinical Quality Metrics
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C-4 Healthy People 2010 Index

Tobacco

Reduce Tobacco Use lt15 20 for Active Duty
Members

Family Planning

Reduce pregnancies aged 15-17 to lt50/1000 girls
no AD
-
Unintentional Injuries

Reduce unintentional
injury hospitalization rate lt 754/100,000

Environmental Health

Reduce asthma hospitalizations lt160/100,000

Maternal and Infant Health

Increase Visit in 1st Trimester gt90


Reduce Low Birthweight Rate lt 5 no AD


Reduce Infant Mortality Rate lt 7/1000
no AD

Heart Disease and Stroke

Increase to 75 cholesterol screening rates

Cancer

Increase mammography (lt24 mos.,aged gt50) rate gt
60 no AD


Increase Pap Smear (lt36 mos., aged gt 18) Rate gt
85

Clinical Preventive Services

Increase population with specific source of
primary care gt95


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Financial PerspectiveWhat Do Our Stakeholders
Expect of Us?
Objectives
Determine and account for readiness costs
Obtain appropriate resources
Optimize stewardship of resources
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Stakeholder PerspectiveWhat Does Our
Stakeholder Expect of Us?
Objectives
To enhance DoD and our Nations security by
providing health support for the full range of
military operations and sustaining the health of
all those entrusted to our care
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Questions?