““Data Based” Data Based” Decisions Decisions

““Data Based” Data Based” Decisions Decisions

Data Collection and Utilization in Risk Assessment Data Collection and Utilization in Risk Assessment and Management Decision Symposiumand Management Decision Symposium

14 Sept, 200414 Sept, 2004

Data Collection and Utilization in Risk Assessment Data Collection and Utilization in Risk Assessment and Management Decision Symposiumand Management Decision Symposium

14 Sept, 200414 Sept, 2004

““MEASURING WHAT WE MEASURING WHAT WE MANAGE”MANAGE”““MEASURING WHAT WE MEASURING WHAT WE MANAGE”MANAGE”

LTC Perry ChumleyLTC Perry ChumleyChief, Food Safety and Quality Assurance, US ARMY Veterinary CommandChief, Food Safety and Quality Assurance, US ARMY Veterinary Command

It must be remembered that there is nothing more difficult to

plan, more doubtful of success,

nor more dangerous to manage, than the creation of a new

system.

It must be remembered that there is nothing more difficult to

plan, more doubtful of success,

nor more dangerous to manage, than the creation of a new

system.

Niccolo Machiavelli (1531)

AGENDAAGENDA

1.Strategy Data Shift Resources

2. Concept of a “Balanced Score Card”

3. Data Sources / What to Collect

4. Confidence of Data Decisions

5. VETCOM Examples

1.Strategy Data Shift Resources

2. Concept of a “Balanced Score Card”

3. Data Sources / What to Collect

4. Confidence of Data Decisions

5. VETCOM Examples

DATA COLLECTION -----> RISK ASSESSMENT-----> DECISION

The Ultimate Goal is to The Ultimate Goal is to Become a Strategy Focused Become a Strategy Focused

OrganizationOrganization

STRATEGY

FormulateFormulate

ExecuteExecute

CommunicateCommunicateNavigateNavigate

Executive Executive LeadershipLeadership

Mobilization Governance Process Strategic Management Translating the Translating the

Strategy to Strategy to Operational Operational

TermsTerms

Strategy Maps Balanced Scorecards

Aligning the Aligning the Organization to Organization to

the Strategythe Strategy

Corporate Role Business Unit Synergies Support Unit Synergies

Making Strategy Making Strategy Everyone’s JobEveryone’s Job

Strategic Awareness Personal Scorecards??

Making Strategy Making Strategy a Continuous a Continuous

ProcessProcess

Link Budgets and Strategy Strategic Learning Analytics and Information

Systems

1

2

34

5

MEDICAL COMMAND’S STRATEGY (goals) DRIVES THE ORGANIZATION’S BALANCED SCORECARD (BSC) AND HENCE, REFLECTS THE STRATEGY AND (goals) OF VETCOM’S

BSC

A SUCCESSFUL STRATEGY IS DERIVED BY SATISFYING STRATEGIC OBJECTIVES

MEASUREMENTS ARE LINKED TO STRATEGIC OBJECTIVES

Prevent Disease, Improve the Quality of Life and Manage the Care of the Soldier and Military Family

Passion for Eliminating

Wasted Time

Eliminate processes and practice knotholes that restrain practitioners from providing proper care.

Eliminate the Hassle Factor

Eliminate the hassle factor in healthcare by improving customer service.

MEDCOM MEDCOM VETCOMVETCOM--Mission/CustomerMission/Customer

Customer Satisfaction

Improve customer satisfaction by determining expectations and measuring factors which have a direct correlation.

TARGETS

Enhance VTF

Capability

Ensure all VTFs meet established standards of capability (staffing, equipment, and facilities.)

C-6

IP-1

ALIGNMENT WITH MEDCOMALIGNMENT WITH MEDCOM::

WHY BALANCED WHY BALANCED SCORECARDSCORECARD ? ?

• PAST ATTEMPTS AT MANAGEMENTPAST ATTEMPTS AT MANAGEMENT

• TODAY’S MULTIPLE MISSIONS W/ $$ CONSTRAINTSTODAY’S MULTIPLE MISSIONS W/ $$ CONSTRAINTS

• LESS CENTRAL CONTROLLESS CENTRAL CONTROL

• “ “OLD” MEASURES LOOK BACKWARDSOLD” MEASURES LOOK BACKWARDS

MAKE YOUR “SIGNIFICANT OTHER” HAPPYMAKE YOUR “SIGNIFICANT OTHER” HAPPY

STRATEGY (GOAL)STRATEGY (GOAL)

STRATEGIC OBJECTIVESSTRATEGIC OBJECTIVES

BE HEALTHLYBE HEALTHLYBE HEALTHLYBE HEALTHLY

BE WEALTHYBE WEALTHYBE WEALTHYBE WEALTHY

BE WISEBE WISEBE WISEBE WISE

MEASUREMENTSMEASUREMENTS

1. SALARY INCREASES/YEAR (LAG)SALARY INCREASES/YEAR (LAG)2. RETURN ON INVESTMENTS (LAG)2. RETURN ON INVESTMENTS (LAG)3. TIME SPENT ON STOCK MARKET (LEAD)3. TIME SPENT ON STOCK MARKET (LEAD)4. EXTRA TIME SPENT AT WORK (LEAD)4. EXTRA TIME SPENT AT WORK (LEAD)

BE WEALTHYBE WEALTHYBE WEALTHYBE WEALTHY

TARGETSTARGETS

EXAMPLE:EXAMPLE:

Some Obstacles and PitfallsSome Obstacles and Pitfalls

• Leadership not involved (lack of time investment)Leadership not involved (lack of time investment) • Too few or too many people involvedToo few or too many people involved

• Ambiguously defined metrics (subject to interpretation)Ambiguously defined metrics (subject to interpretation)

• Fear the the scorecard will be used as a punitive deviceFear the the scorecard will be used as a punitive device

• Lack of accountabilityLack of accountability

• Lack of employee awarenessLack of employee awareness

• Treating the BSC as a one time eventTreating the BSC as a one time event

• CURRENT CONCERNS/PROBLEMS

• AGREE ON WHAT ARE THE GOALS/EXPECTATIONS

• COAs

1) REVISED METRIC/S (x/y), Data elements, is there a time factor?,LEAD OR LAG.

2) PROCEDURES (freq,responsibility,means to collect data, etc.)

3) MEANS TO EFFECT CHANGE

4) TARGETS (WHEN)

5) INITIATIVES MUST HAVE AN OBJECTIVE

MEASURE CriteriaMEASURE Criteria::

VETCOM VETCOM Strategy MapStrategy Map

Respond to Zoonotic and Infectious Disease Issues

Assure the Balanced Scorecard Measures are Effectively PerformingMonitor the

Fitness & Health of GOAs

Leverage Capabilities of Institutional VETCOM

Mis

sio

n/C

ust

om

er/

Sta

keh

old

erIn

tern

alP

roce

ss

Enable Mission Readiness

Improve Staff Satisfaction, Retention,

and Recruitment Develop Leaders

Achieve Fiscal Responsibility

Lea

rnin

g&

Gro

wth

Project & Secure Levels of Resources Required

Operate Within Budget

Fin

anci

al

Deploy a Trained Veterinary Force That Supports the DOD/ARMY Transformation

Trained Veterinary Personnel

Prevent Disease and Improve the Quality of Life for the Service member and the Military Family

Healthy Government-

Owned Animals

DoD/Army/SoldiersProject and Sustain a Healthy and Medically Protected Force

Ready Active & Reserve Units

Trained PROFIS Soldiers

Servicemembers Protected from Foodborne and Zoonotic Diseases

Lower Army’s/DoDMedically

Related Costs

Reduce Costof Deployable Force

Fin

anci

al

Fin

an

cia

l

Fin

an

cia

l

Beneficiary/DoD/Army

Sustain a healthy and protected force through an unmatched military system of food protection and animal health.Sustain a healthy and protected force through an unmatched military system of food protection and animal health.

Ensure Improved Food Safety Program Supports

DOD/Army Transformation

Leverage Information Management & New

Technology

Leverage Science and New Technology

Mission Validation

Collaboration with Other Government

Agencies

Clear Priorities and Direction

Align Resources to

Support MissionFin

an

cia

l

Provide Command and Control

Focus On Customers

Battlefield HomeStation

Met Target

Near Target

Req initiativeimplementation

No Data availyetb

Support Human-Animal Interaction

Food Safety & Quality

Customer Satisfaction

Maximize Efficiency of Veterinary Programs

C-1 C-2 F-1

C-3 C-4 C-5

F-2

C-6 PerceivedQuality

C-7 C-8 C-9 F-3

C-10C-11

C-12 F-4

Enhance VTFCapabilities

IP-1

Identify & Share Best Business

PracticesIP-2

IP-4IP-5

IP-6

IP-7

Improve Access to CareIP-9

Advocate Reliable Facility Infrastructure

IP-10

Market VETCOMIP-11

IP-8

L-1L-2 L-3

L-4

F-5 F-6

a

ba

STRATEGYMAP

MRE 23 & 24 DEFECTIVE COMPONENTS

Applesauce6%

Cheese, Regular15%

Cheese, Jalapeno12%

Coffee18%

Pineapple6%

Apply Jelly6%

Mixed Fruit6%

Hot Sauce8%

Grape Jelly4%

Peanut Butter6%

M&Ms6%

Charms3%

Skittle1%

Crackers1%

Peaches1%

Pears1%

Other12%

MRE TOP 3 DEFECTSMRE TOP 3 DEFECTS

1.1. CoffeeCoffee

2.2. Cheese, RegularCheese, Regular

3.3. Cheese, JalapenoCheese, Jalapeno

73% Webbing73% Webbing 15% Stale15% Stale 12% Oiled Off12% Oiled Off

45% Curdled45% Curdled 14% Off Color14% Off Color 13% Caked / Hardened13% Caked / Hardened 9% Darkened9% Darkened

44% Curdled44% Curdled 17% Oiled Off17% Oiled Off 17 % Darkened17 % Darkened 11% Off Color11% Off Color 11% Other11% Other

Data Quality Act

Directs OMB to ensure that all information disseminated by the federal government is reliable.

Could slow regulation……”weight of evidence” may not be good enough to avoid challenge.

Study: “Pet Attachment” levels related to taking pet when service members re-

located…

Some Other Points……

Relational Data Bases