Program Management Office (PMO)
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Charter for Developing the
Balanced Scorecard Metrics
Portal
Document Version 0.1:
Document Date: 2015-12-21
Program Management Office (PMO)
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Revision History
Revision
1.0
Date
2015-12-21
Revised By
Paul Amrhein
Balance Scorecard Metrics Portal
2017-07-13
Changes Made – Reasons for the Change
Initial Creation
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Program Management Office (PMO)
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Project Charter
Date: 2015-12-21
Executive Sponsor: Richard Skinner, Dr. Tracy Hoke
Project Owner: Glenn Wasson
Sponsoring Department: Analytics
Project Manager: Paul Amrhein
Project Title: Developing the Balanced Scorecard Metrics Portal
Current Environment
The UVA Medical Center has institutionalized the use of the Balance Scorecard
methodology to track key measures. The fifteen metrics include
Healing
Engaging
Mortalities
Voluntary Turnover
CLABSI
Team Engagement
CAUTI
Pressure Ulcers
Patient Falls
Sharps/Splashes
30 Day Readmit
Serving
Building
HCAHPS
CGCAHPS
Emergency
Operating Margin
UOS Adj FTEs
CMI Adj LOS
Currently the metrics are only available at the enterprise level and are accessible
through “hard copy” only. There is limited web capability and the updated metrics are
available via a data push model, with no querying or filtering available.
Project Stakeholders
This initiative is operated within the Medical Center, with coordination between the
CITO’s Analytics team and the Be Safe organization.
Business Need and Impact
The current Balanced Scorecard metrics and measures are calculated at the Medical
Center level and are not broken out at the Service Line level. This lack of definition
hinders communication of current operational situation and management within the
enterprise. With web access to the latest available measures and metrics, Medical
Center enterprise and business unit leaders can make informed, repeatable and
defensible decisions.
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Program Management Office (PMO)
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Project Goals
Establish a Balanced Scorecard Metrics Portal
The project’s primary goal will be the development of a web portal displaying the
enterprise balanced scorecard metrics with the option to filter based on service line and
date range. The design will include a data architecture that allows for additional filtering
on evolving service unit specific requirements.
Specific Operational Goals include:
1. The display of the appropriate subset of the fifteen balanced scorecard
metrics (listed in the “Current Environment” section of the charter) initially for
the Women’s and Children’s service line identified DRG codes.
2. Once the Woman’s and Children’s queries are validated, the query logic will
be applied to the remaining service lines, with minor variations anticipated.
3. As additional service line specific metrics are identified, the architecture
should support the development of the queries.
Project Evaluation
The Balanced Scorecard Metric Portal project will be considered a success if
 the Service Lines use the Portal to manage their operations,
 additional reporting requirements can be incorporated into the baseline
architecture
Linkage with UVA Health System Key Enterprise Goals
To become the safest place to receive care
The Healing Metrics from the Balanced Scorecard measure enterprise and service line
performance against established care baselines. The ability to review the performance
data by management and care providers will support decisions to be made that improve
patient care.
To be the healthiest work environment
The Engagement Metrics from the Balance Scorecard card are a reflection of the
enterprise’s pursuit of becoming the healthiest work environment.
To provide exceptional clinical care
The ability to deliver health care on time without subsequent readmission is captured as
one of the Balance Scorecard metrics.
To ensure value-driven and efficient stewardship of resources.
The “Building” metrics of the Balance Scorecard reflect tracking of expenses and
revenue, staffing and revenue from payers.
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Program Management Office (PMO)
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Project Timeline
By January 4th, the project team will have a validated database and software
architecture for use through the project effort. This is the Architecture phase and is an
internal project team milestone with no external deliverables.
By January 25th, the project team will display to the Executive Steering committee a
sampling of the Scorecard Metrics for the Women’s and Children’s service line. The
team will also provide an updated project schedule for the completion of the remaining
Scorecard metrics. This will end the Demonstration phase and transition to the Pilot
Phase.
By March 1st, the project team will display the full suite of balanced Scorecard metrics
for the Women’s and Children’s service line. This will end the Pilot phase of the project
and will start the Execution phase of the project.
In support of the July Board meeting, the project team will display the Balance
scorecard metrics for the service lines listed in the Deliverables section of the charter.
Estimated Financial Costs
The project will be funded via direct FTE support.
Deliverables
The Portal will be considered a success if the balanced scorecard metrics are available
for each of the following Service Lines:
 Women and Children
 Heart / vascular
 Oncology
 Orthopedics
 Neuro/Psychology
 Transplant
 Digestive health
 Surgery
 Med and Primary care
Assumptions
The following assumptions are identified as critical to the ultimate success of the portal
project.
 The service lines will actively support the creation of their respective registries.
 Service line discrepancies and inconsistencies are promptly adjudicated.
 The approach to pro rate services delivered to patients across multiple service
lines is established.
Risks
The following risks are could degrade the benefits of the Balanced Scorecard
Metrics Portal.
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Program Management Office (PMO)
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

A refined schedule will be provided to the service lines to allow for preparation
activities. If service lines are not ready as per the schedule, the project team will
move to the next ready service line.
If Service line discrepancies and inconsistencies are not promptly adjudicated,
there could be delays in execution. Remediation will be that the development
team will provide an attribution grid, defining where we anticipate locations to be
assigned. This approach may result in some rework of registries after they are
developed and used for reporting.
Project Manager Assigned and Authority Level
Paul Amrhein of the UVA Health System Program Management Office (PMO) has been
assigned as the Project Manager for the Balanced Scorecard Metrics Portal project and
will be responsible for the completion of the project and escalations as appropriate.
Project Approvals
The undersigned hereby endorse this project and agree to support the project through
completion.
_________
Executive Sponsor (Richard Skinner) Date
_________
Executive Sponsor (Dr. Tracy Hoke) Date
____
Project Owner (Dr. Glenn Wasson)
Date
____
Project Owner (Stacy Crowell)
Balance Scorecard Metrics Portal
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Date
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