Knowledge Management

Client

US Army Office of the Surgeon General, Decision Support Center

Description

The Decision Support Center (DSC) Directorate performs research and analysis for the Surgeon General. Their mission is to drive well-informed, objective health services decisions by integrating traditional research and analysis with advanced decision support tools in a learning environment.

The Challenge

The Army Surgeon General directed the Army Medical Department to execute a measurement-based performance improvement strategy that adopted the best business practices of their civilian counterparts. The foundation of this strategy would be the development of a Command Management System (CMS): a web-based application that would be available to all AMEDD members and would give commanders from the smallest clinic to the largest medical center analysis techniques and immediate notification when performance thresholds were reached. The challenge in developing this Command Management System (CMS) was to identify the data most relevant to the management of the AMEDD’s clinical and business processes and to build a metric reporting system that monitored these essential metrics. The Surgeon General envisioned over 100 performance measures.

Our Solution

To meet this challenge, tiag put together a two-person KM team that had over 20 years of military experience in operations research and systems design. This team also had an additional skill set of interviewing people and eliciting business unit performance measures. Given a list of potential performance metrics, the tiag team conducted extensive interviews with subject matter experts and developed performance measures and thresholds that were validated by the experts. The team then developed the pseudo-code to calculate the performance measures from available databases and determined the type of interface needed to access the data. The tiag team then validated the developers’ work and determined the graphical displays and data filters that would be presented to customers. The tiag team socialized the use of CMS by presenting it to commanders at AUSA Medical Symposiums and congresses of the American College of Healthcare Executives. tiag fed user feedback into further development of the application.

The Result

AMEDD’s Command Management System has realized the vision of The Surgeon General and exceeded his objectives. Available to all AMEDD personnel though the internet, it provides AMEDD leadership timely and accurate insight into their organization’s operational performance by means of business logic and electronic notification. Multiple levels of aggregation in CMS allow managers at MEDCOM HQ, Regional Medical Commands, and Military Treatment Facility levels to view their operational performance in over 100 areas. The system ensures that commanders receive immediate feedback when a unit exceeds or falls short of target goals, while its corporate development ensures that each commander has equal access to quality performance measurement tools regardless of organizational size, budget, or IT sophistication.

The Chief of Staff of the U.S. Army Medical Command used the graphical displays of CMS to conduct his quarterly Command Management Reviews and commanders and staff officers use the data and analytical tools to discover trends and improve performance.

Proudly Serving Those Who Serve

tiag takes pride in its people, achievements, innovative processes, and continuous record of successes in directly leading mission critical program initiatives in support of those who serve us in the military and civilian sectors of our government.

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