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

Financial Perspective 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

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- tional capacity

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 efficiency of assets and people F2: Increase volume of cases F3: Attract more Research grants through depts F4: Increase private donations Customers C1: Improve efficiency of the customer 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 acquire key technology I1: Reduce redundancy And streamline paperwork I2: Improve communi- cation with DVMs I3: Enhance PR efforts I4: Create inter-disciplinary support structure I5: Streamline patient flow I6: Improve on- line services I7: Optimize scheduling and Hours available to customer Organiza- tional capacity L1: Foster customer - driven culture L3: Understand market better Define & create AOE structure L3: Define and simplify processes L2: Improve use of Web infrastructure

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 Hovering over service shows specific graph Running ticker provides up-to-date news

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