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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 - PowerPoint PPT Presentation
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Use of a Dashboard System to Drive the VMC’s Strategic Plan
David E. Lee, DVM, MBAHospital Director
Veterinary Medical CenterUniversity of Minnesota
Version April 28, 2009
Financial PerspectiveInternal Process
Perspective
Employee Perspective
External Stakeholder Perspective
Growth and Development 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• Rev from new procedures• New sources of funds
• Gifts• Grants• Partnerships
• Capital equipment expenditures
Metrics• Salary comps• Satisfaction• Turnover
Patients
Clients
StudentsRDVMs
Metrics• # Referrals• Satisfaction• Number of new RDVMs
Metrics• Exit surveys• Service evals• Feedback from employers
Metrics• Turnover (GP)• Satisfaction Survey
Metrics• writeoffs/total revenue• Quality (grad senior survey)
VMC
VMC Balanced Scorecard
Figure 2. “Geography” of VMC strategy mapF
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The VMC is a patient-centered, customer-driven, economically viable hospital advancing animal health while
supporting excellence in teaching and discovery
Figure 3. VMC strategy mapF
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F2: Increase volume of cases
C2: Establish partnerRelationship with dvms
I2: Improve communi-cation with DVMs
I1: Reduce redundancy And streamline paperwork
L1: Foster customer - driven
culture
I6: Improve on-line services
L2: Improve use of Web infrastructure
L3: Understand market better
C1: Improve efficiency of thecustomer experience at VMC
C3: Offer superior patient care in AOE areas
C4: Foster cutting-edge, inter-disciplinary re-search environment
C5: Develop strongPublic image
F1: Increase efficiencyof assets and people
F3: Attract moreResearch grants
through depts
F4: Increase privatedonations
I5: Streamline patient flow
I7: Optimize scheduling andHours available to customer
I3: Enhance PR efforts
I4: Create inter-disciplinarysupport structure
L3: Define and simplify processes
Define & createAOE structure
I8: Plan to acquirekey technology
The VMC is a patient-centered, customer-driven, economically viable hospital advancing animal health while
supporting excellence in teaching and discovery
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
Pilot’s “Dashboard” 1990
Pilot’s “Dashboard” 2009
Desirable features
• Integrates easily with any database
• Cost effective
• Web-based
• Easy to customize
• Pages can be
protected
• Alert system
Note: Demo data is for demonstration purposes only!
Thermometer chart for focusing on 4th quarter
Running ticker provides up-to-date news
Hovering over service shows specific graph
Note: Demo data is for demonstration purposes only!
Note: Demo data is for demonstration purposes only!
Note: Demo data is for demonstration purposes only!
Note: Demo data is for demonstration purposes only!
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