Use of a Dashboard System to Drive the

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

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

Organizational capacity Internal operations Customers Financial 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 F 1: Increase efficiency of assets and people F 2: Increase volume of cases C 1: Improve efficiency of the customer experience at VMC C 2: Establish partner Relationship with dvms F 3: Attract more Research grants through depts C 3: Offer superior patient care in AOE areas F 4: Increase private donations C 4: Foster cutting-edge, inter-disciplinary research environment C 5: Develop strong Public image I 1: Reduce redundancy And streamline paperwork I 5: Streamline patient flow I 6: Improve online services I 2: Improve communication with DVMs I 7: Optimize scheduling and Hours available to customer L 1: Foster customer - driven culture L 2: Improve use of Web infrastructure L 3: Define and simplify processes I 3: Enhance PR efforts I 8: Plan to acquire key technology I 4: Create inter-disciplinary support structure L 3: Understand market better Define & create AOE structure

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 th quarter focusing on 4 Hovering over service shows specific graph Running ticker provides up -to-date news

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

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