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. 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

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- tional capacity

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 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

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