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Use of a Dashboard System to Drive the VMC’s Strategic Plan

Use of a Dashboard System to Drive the VMC’s Strategic Plan. David E. Lee, DVM, MBA Hospital Director Veterinary Medical Center University of Minnesota. Version April 28, 2009. VMC Balanced Scorecard. Financial Perspective. Internal Process Perspective. Metrics Revenue

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Use of a Dashboard System to Drive the VMC’s Strategic Plan

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  1. Use of a Dashboard System to Drive the VMC’s Strategic Plan David E. Lee, DVM, MBA Hospital Director Veterinary Medical Center University of Minnesota Version April 28, 2009

  2. VMC Balanced Scorecard Financial Perspective Internal Process Perspective • Metrics • Revenue • Average Transaction Costs • Expenses • Metrics • Appointment Lag • Discharge summary turnaround • Labor expense per Accession • Appointment Report • Medical Records completion • Traceable CFTE • Metrics • writeoffs/total revenue • Quality (grad senior survey) Patients VMC Clients External Stakeholder Perspective Growth and Development Perspective • Metrics • Turnover (GP) • Satisfaction Survey • Metrics • Rev from new procedures • New sources of funds • Gifts • Grants • Partnerships • Capital equipment expenditures Employee Perspective Students RDVMs • Metrics • Exit surveys • Service evals • Feedback from employers • Metrics • # Referrals • Satisfaction • Number of new RDVMs • Metrics • Salary comps • Satisfaction • Turnover

  3. Figure 2. “Geography” of VMC strategy map The VMC is a patient-centered, customer-driven, economically viable hospital advancing animal health while supporting excellence in teaching and discovery Financial Operational/throughput efficiency Improve RDVM relationships Areas of excellence Customers Internal operations Organiza-tionalcapacity

  4. Figure 3. VMC strategy map The VMC is a patient-centered, customer-driven, economically viable hospital advancing animal health while supporting excellence in teaching and discovery Financial F1: Increase efficiencyof assets and people F2: Increase volume of cases F4: Increase privatedonations F3: Attract more Research grants through depts Customers C1: Improve efficiency of thecustomer experience at VMC C2: Establish partner Relationship with dvms C3: Offer superior patient care in AOE areas C4: Foster cutting-edge, inter-disciplinary re-search environment C5: Develop strong Public image Internal operations I8: Plan to acquirekey technology I1: Reduce redundancy And streamline paperwork I2: Improve communi-cation with DVMs I3: Enhance PR efforts I4: Create inter-disciplinarysupport structure I5: Streamline patient flow I6: Improve on-line services I7: Optimize scheduling and Hours available to customer Organiza-tionalcapacity L1: Foster customer - driven culture L3: Understand market better Define & create AOE structure L3: Define and simplify processes L2: Improve use of Web infrastructure

  5. The drivers for a dashboard • Brings strategic plan to life • Focuses team on key performance indicators • Reduces dependency on IT, HR, Accounting • Standardizes metrics and reports • Makes it easy to communicate progress

  6. Pilot’s “Dashboard” 1990

  7. Pilot’s “Dashboard” 2009

  8. Desirable features • Integrates easily with any database • Cost effective • Web-based • Easy to customize • Pages can be protected • Alert system

  9. Note: Demo data is for demonstration purposes only!

  10. Thermometer chart for focusing on 4th quarter Hovering over service shows specific graph Running ticker provides up-to-date news

  11. Note: Demo data is for demonstration purposes only!

  12. Note: Demo data is for demonstration purposes only!

  13. Note: Demo data is for demonstration purposes only!

  14. Note: Demo data is for demonstration purposes only!

  15. Dashboard challenges • Dependent on good data • Difficult to balance quantity of information • Should be automated as much as possible • Requires standard processes • Best if driven by balanced scorecard • May require cultural change

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