EMS Balanced Score Card

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EMS Balanced Score Card

• A Balanced Approach to Leading and Measuring Your
  Organization

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Discussion

• Your Organizations Mission
• Your Role in that Mission
• Your Organizations Goals
• Your Specific Actions to Meet those Goals
• Your Employees Knowledge of Your Mission and
  Organizations Goals
• What Exactly are the Employees suppose to do to
  Meet the Goals

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Why do it?
Programs Activities
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Why do it?

Achievement of System Performance
GOALS
In an aligned system ...

improvement efforts are integrated and
results-oriented
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Overview

• QA, CQI, TQM
• Balanced Score Card Introduction
• EMS Balanced Score Card Discussion
• Implementation
• Developing Cards for Everyone
• Discussion

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Standard QA Program

• Components of program
• Critical Criteria
• Facilitator review
• Manager review for operations
• Medical Director review for patient care
• Peer review

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Rational

• Employee development
• Liability
• Ensure quality and consistency of care
• Justification for employment actions
• Foundation to expand clinical care
• Cost Reduction
• Problem resolution

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Components

• Low volume/High Risk
• Identified areas of concern/risk
• Medical Direction requirements
• Education
• Mandatory Report items
• Equipment trial

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EMS Balanced Score Card
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What is it?

• The score card measures organizational
  performance across four balanced perspectives
• Financial
• Customer
• Internal Business Processes
• Learning and Growth

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What is it?

• The Balanced Scorecard is a tool that
• Translates the strategy to operational terms.
• Aligns the organization to the strategy.
• Makes strategy everyones job.
• Makes strategy a continual process.
• Mobilizes change through executive leadership

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What it should do

• Clarify and translate vision and strategy
• Communicate and link strategic objectives and
  measures
• Plan, set, target, and align strategic
  initiatives
• Enhance strategic feedback and learning

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Why do it???

• To achieve strategic objectives.
• To provide quality with fewer resources.
• To eliminate non-value added efforts.
• To align customer priorities and
  expectations with the customer.
• To track progress.
• To evaluate process changes.
• To continually improve.
• To increase accountability.

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Why do it?
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Whats in it for you?

• Forces division to provide direction
• Engages division leadership in unit efforts
• Communicates to staff what is important to you
• Lets you see the impact of your decisions and
  actions
• Allows staff to see the impact of their work
• Allows staff to see how they contribute to the
  organization as a whole
• Engages employees in problem solving
• If the customer is satisfied, your life is easier

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Where it Started

• Introduced in 1992, by Robert Kaplan and David
  Norton, the Balanced Scorecard is the most
  commonly used framework for ensuring that
  agencies execute their strategies. Today, about
  70 of the Fortune 1,000 companies utilize the
  Balanced Scorecard to help manage performance.

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Some Basic Principles

• Quantifies the Agency Strategy in measurable
  terms
• Must capture a cause-effect relationship
• Critical Components include
• - Measurements
• - Targets
• - Initiatives
• Everything must be linked Goals to Objectives,
  Objectives to Measurements, Measurements to
  Targets.

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How does this fit together?

• Activity Based Costing
• Economic Value Added
• Forecasting
• Benchmarking
• Market Research
• Best Practices
• Six Sigma
• Statistical Process Control
• Reengineering
• ISO 9000
• Total Quality Management
• Empowerment
• Learning Organization
• Self-Directed Work Teams
• Change Management

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The Four Cards
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Financial Score Card

• Financial measures serve dual role as measures as
  well as overall objective of the system
• Examples
• Costs
• Revenue
• Expenses
• Budget
• Return on Investment

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Customer Score Card

• Customer card allows companies to identify and
  measure, explicitly, the value proposition they
  will deliver to targeted customer and market
  segments
• Examples
• Market share
• Customer Retention, Acquisition, Satisfaction
• Customer profitability

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Customer Score Card

• Beyond the Core Customer Value
• Product / Service Attributes
• Customer Relationship
• Image and Reputation

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Internal Business Process

• Processes that are most critical for achieving
  customer and shareholder objectives
• Examples
• Sales cycle
• Time of sale to delivery
• Quality measures
• Operational measures

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Learning and Growth

• Objectives in the learning and growth score card
  enable ambitious objectives in the other three
  cards and are the drivers for achieving excellent
  outcomes in the first three cards
• Examples
• Employee capabilities
• Information system capabilities
• Motivation, empowerment, and alignment

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A look at the system
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Whats in a card

• Get down to a set of quantifiable strategic
  objectives
• Too vague
• More precise
• Make sure your objectives have a direct
  relationship to your goals and your goals have a
  direct relationship to your mission and values.

Improve Customer Service
Reduce average customer wait times by 30 by year
end
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The Four Cards

• EMS Balanced Score Card

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Financial Score Card

• Examples
• Costs
• Revenue
• Expenses
• Budget

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Customer Score Card

• Customer card allows companies to identify and
  measure, explicitly, the value proposition they
  will deliver to targeted customer and market
  segments
• Examples
• Product / Service Attributes
• Customer Satisfaction
• Customer Relationship
• Image and Reputation

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Internal Business Process

• Examples
• Unit Hour Utilization
• Response Times
• Quality Measures
• Turn Around Times
• Critical Vehicle Failures
• AR Days
• Medication Errors
• Patient Drops

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Learning and Growth

• Examples
• Employee capabilities
• Information system capabilities
• Motivation, empowerment, and alignment
• New Skills
• New Knowledge
• New Responsibilities

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THANK YOU!

• Aarron Reinert, BA, NREMT-P
• Executive Director
• Lakes Region EMS
• 39840 Grand Ave
• P.O. Box 266
• North Branch MN 55056
• aarronr_at_lrems.com
• [phone] ext 104