Outcome Measurement Quotes

Eradications are special. Zero is a magic number. You either do what it takes to get to zero and you're glad you did it; or you get close, give up and it goes back to where it was before, in which case you wasted all that credibility, activity, money that could have been applied to other things.

The planned use of information targeted at specific audiences using any media available to achieve desired outcomes that primarily benefit the source

What you measure affects what you do. If you don't measure the right thing, you don't do the right thing.

Congress, the press, and the bureaucracy too often focus on how much money or effort is spent, rather than whether the money or effort actually achieves the announced goal.

I've played games where I thought I played one of my better games, and statistically, there's nothing there, and vice versa. I've never based how I feel about my performance on stats.

We see healthcare shifting from a procedure reimbursement, where in this country doctors are reimbursed for how many procedures they conduct, to a world where people will be reimbursed for the outcomes - did the patient actually get better, and what was the total cost of the cycle of care.

I think the bottom line is wins and losses. That is probably the most important stat to look at.

Management of outcomes may not be any more than a skill. It does not require knowledge.

We do take seriously our obligation to assess whether our reforms are achieving their desired effects without imposing unnecessary burden.

Results, are the name of the game.

And at the end of the season you can only do as well as what you have done

We must measure what leads to results, not simply what is easy to measure.

A lot of science doesn't require big "ns" but if you're trying to understand something about human health and you're looking at interventions that are not going to be either killing you or making you live forever - they're going to have some tweaking on the outcome - you need big numbers or you don't have enough power.

In local government, it's very clear to your customers - your citizens - whether or not you're delivering. Either that pothole gets filled in, or it doesn't. The results are very much on display, and that creates a very healthy pressure to innovate.

We can't keep measuring success by how much money are we throw at programs. We have to measure success as, 'Is it working?'

With a lot of projects, you never know if it's going to be executed properly. And also, you never know if people are going to respond to it.

Forcing your employees to follow required steps only prevents customer dissatisfaction. If your goal is truly to satisfy, to create advocates, then the step-by-step approach alone cannot get you there. Instead, you must select employees who have the talent to listen and to teach, and then you must focus them toward simple emotional outcomes like partnership and advice....Identify a person's strenths. Define outcomes that play to those strengths. Find a way to count, rate or rank those outcomes. And then let the person run.

During a term in office there are highs and lows, but what counts is that the goal is set as well as the means to achieve it, and the force we put into getting results.

We made certain that there were decent transitional arrangements to get us to where we wanted to go. The same principle will have to apply here or we won't get there.

A plan must have the assumptions specified.

I think the great part about what I do is that there's a scoreboard. At the end of every week, you know how you did. You know how well you prepared. You know whether you executed your game plan. There's a tangible score.