Executive Trining for Reserch Appliction Formtion en utilistion de l recherche p cdres qui exercent dns l snté Implementing Blnced Scorecrd in Continuing C Orgniztion: One Orgniztion s Jney in Evidence Informed Decision Mking Corinne Schlm VP, Business Resces & Plnning, Shepherd s C Foundtion (formerly Director, Corporte Plnning, The CAPITAL CARE Group) October 23, 2006 11/14/2006 11/14/2006 The EXTRA progrm ws set up with grnt from Helth Cnd. The views expressed herein do not necessrily represent the views Helth Cnd. Cndin Helth Services Reserch Foundtion Title The CAPITAL CARE Group (TCCG) lrgest public continuing c provider in Cnd 2500 employees 1700 served in Cpitl Helth region (Edmonton ) Rnge services provided 11 c centres (6 c cmpuses) specilized progrms (e.g. subcute, mentl helth) dy progrms primry focus is qulity life (c) CHSRF/FCRSS 1
Best Prctice Committee/Best Prctice Leder positions focus on ing nd implementing evidence informed prctice Best Prctice Desktop tool: 72 users Reserch Unit estblished in 1996 CHSRF Knowledge Brokering Ntionl Demonstrtion Site Prticiption in SEARCH nd EXTRA: 4 individuls 2005-06 Rement mission, vision nd vlues focus on evidence bsed decision mking Plnning underwy for Centre Excellence in reserch, teching nd best prctice The CAPITAL CARE Group, like most helth c nd humn service orgniztions, does not hve redily ccessible informtion on the performnce orgniztion in the key s mission nd strtegic pln. therefore do not hve evidence redily vilble to know: where to focus priorities where we need to improve whether inititives hving positive impct wht inititives we need to dd to strtegic pln (c) CHSRF/FCRSS 2
! "## $ Literture review nd interviews with other orgniztions to estblish best prctice pproch to ing nd implementing blnced scorecrd Input from groups cross the orgniztion: contextul evidence Mesures chosen bsed on existing reserch/ best prctice evidence when vilble Mission & Vlues Community Prtnerships sh sh expertise expertise vlued vlued nd nd trusted trusted prtner prtner Clients respect respect client client choices choices stisfied stisfied with with their their c c ensure ensure continuity continuity c c nd nd cgivers cgivers Internl Processes Clinicl Clinicl processes processes effective effective socil socil model model c c Clients Clients sfe sfe mintin mintin stff stff sfety sfety nd nd wellness wellness Stff Stff hve hve ccess ccess to to informtion informtion Stkeholders provider provider choice choice finnces finnces helthy helthy inspire inspire donor donor commitment commitment People, Lerning, Reserch & Innovtion retin, retin, nd nd recognize recognize stff stff ledership ledership foster foster innovtion innovtion (c) CHSRF/FCRSS 3
$ "!$,*"%!!"# $! $$" &$*!' & &'"($!$)( * $%$$+!$ $%!$% $%!$% % Corporte blnced scorecrd 1 st report Feb/05 C Centre blnced scorecrd (stndrd items for 6 cmpuses) 1 st report Aug/05 HR blnced scorecrd under ment Results used in nnul strtegic plnning process Centres identified priority inititives for ction bsed on results (c) CHSRF/FCRSS 4
&' Reserch evidence on blnced scorecrds lmost non-existent I cn t believe it took 3 yers to get to producing the first report! resces to ; dt collection importnce lots input literture rnges from 1-5 yers to implement BSC incrementl pproch chosen in sensitivity to orgniztion s bility to bsorb chnge Extremely difficult to mintin momentum on long term inititive in helthc - limited ttention spn emphsized in literture nd interviews &' Complexity implementing chnge cross multiple sites reinforced (not unique to this inititive) constnt tension between top-down directive pproch to implementtion vs. site controlled pproch competing inititives site chmpions ppointed to led inititive t their cmpus implementtion pln ed but constntly evolving tolernce for mbiguity nd chnge criticl Criticl to link to existing inititives/structures how does this fit in context e.g. resident sfety, RAI qulity indictors, new strtegic directions, QA rediness with culture evidence informed decision mking communiction strtegy focuses on the inititives to improve performnce, not implementing scorecrd (c) CHSRF/FCRSS 5
&' don t wnt more dt/reports. But these indictors need to be dded. No more reports. But plese include these dditionl indictors... not ll performnce mesures strtegic Strtegic thinking is not the norm crisis mngement preferred pproch we do this so ten it becomes the defult very difficult for public sector orgniztion whose destiny is not totlly within its own control confirmed in literture Moving from using the blnced scorecrd for performnce monitoring to strtegy ment tool is the most difficult piece most common theme in interviews Cndin helthc orgniztions (c) CHSRF/FCRSS 6