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