Choose measures for decisions, not decoration
Every KPI should answer a management question. If leadership would not act differently based on the result, ask whether it belongs on the executive dashboard.
Separate required measures from management KPIs
Federal or state reporting measures may need to be monitored, but internal KPIs can address access, timeliness, productivity, engagement, follow-up, documentation, referrals, or other operational priorities. Label the distinction clearly.
Show the denominator
Percentages can look dramatic when the denominator is small. Display the underlying count or make it easy to access.
Use targets and thresholds intentionally
A target should represent an expected level of performance, not an arbitrary green line. Define what happens when performance moves outside the acceptable range.
Make data quality visible
If a result is provisional, incomplete, affected by a system change, or based on questionable source data, say so. Hiding uncertainty creates false confidence.
Design a drill-down path
An executive view should stay focused, but users need a way to investigate by site, population, time period, service, or other relevant dimensions when a measure changes.
Pair the dashboard with a review process
The dashboard becomes useful when someone reviews it on a defined cadence, documents interpretation, assigns actions, and follows up. The meeting process is part of the measurement system.
CCBHC requirements can vary by program, state, grant, payer, measurement year, and measure steward. Use current SAMHSA, CMS, state, grant, and technical specifications for official reporting decisions.