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Halifax Health KPI & Management Dashboard

SCAD SERV753 - Service, Innovation, and Enterprises | March 13, 2013


Prepared by Richard Ekelman, Lou Fink, Lauren Halifax Peters, Health Lindsay - KPI Vetell & Management for professor Dashboard Robert Bau | SERV753 - Service, Innovation & Enterprises | March 13, 2013
1

Project Overview
We were tasked to identify relevant Key Performance Indicators (KPIs) as well as Key Result Indicators (KRIs) for a service company or organization. Then, to turn those indicators into a Hi-Fidelity prototype of a management dashboard.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

Management Dashboards
WHAT IS A DASHBOARD?

A management dashboard is an easy-to-read, real time UI that displays an organization's key performance indicators.
WHY IS IT IMPORTANT?

Dashboards provide reliable and up-to-date data about an organization, allowing managers to make fast, informed decisions.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

whErE do wE Find this inFormation?

The balanced score card: "Most companies operational and management control systems are built around nancial measures and targets, which bear little relation to the companys progress in achieving long-term strategic objectives. Thus the emphasis most companies place on short-term nancial measures leaves a gap between the development of a strategy and its implementation."

source: hbr.org

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

The Balanced Score Card


Company Vision

Long-term Objectives

Strategies for Growth & Productivity


dashboard VariabLEs to dEtErminE

Success Factors

Critical success factors (CSF) Success factors (SF)

Performance Measures

Key result indicators (KRI) Key performance indicators (KPI)

Source: Parmenter

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

Welcome to Halifax Health


Halifax Health is located in Volusia County, Florida. It is the area's largest healthcare provider with a tertiary and community hospital with 678 licensed beds, more than 500 physicians on its medical staff representing 46 medical specialties.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

Initial Discovery
With such a large organization, our efforts were best utilized in a specific branch of the hospital, the Emergency Department (ED). With innumerous problems within the ED, administrators have their work cut out for them.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

Secondary Research
To gain a general understanding of generalized ED processes, we conducted desktop research to gather existing critical success factors. Combining the most relevant, we matched them up with a balanced score card (BSC) in order to effectively hit all six perspectives.

SiX-PErspECtiVE bsC

HaLiFaXs CritiCaL sUCCEss FaCtors (CsF)

Financial Customer Environment/Community Internal Process Employee Satisfaction Innovation & Learning

Timely reimbursement for services Customer satisfaction Positive impact on community Streamlined ED processes, patient flow Empowering & retaining key staff Openness & adaptability to change

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

Mapping Our Findings


rELationship map

In order to determine relevance of relationships, we mapped out the critical success factors in order to establish their interconnectedness, as well as the implications and effects they had on each other. It should be noted that apt critical success factors should be heavily influenced and connect to each other.

Streamlining ED Processes
(Before, during, and after treatment)
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Patient Throughput & Flow

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

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Customer Satisfaction

h ies n cha to ave ge a to cco mo da c te om nit mu yp erc tio ep n

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Mapping Our Findings


rELationship map

In order to determine relevance of relationships, we critical success factors in order (Before, during, and after treatment) to establish their interconnectedness, as well as the implications and effects they had on each other. It should be noted that apt critical success factors should be heavily influenced and connect to each other.
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Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013
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Mapping Our Findings


CritiCaL SUCCEss FaCtors & PErFormanCE INdiCators

Critical success factors were then broken down into actionable items, specifying success factors and how they could be measured with detailed performance indicators. Later, we used this map to formulate informed interview questions.
Critical Success Factors
Halifax Health / Emergency Depmartment
SERV753 / Rich Ekelman, Lou Fink, Lauren Peters, Lindsay Vetell, Professor Bau News Stories featuring the Hospital (good vs bad) Daily # of Social Media (tweets, fb posts, etc)
Critical success factor Breakdown of critical success factor Performance indicator

Length of key staff employment Turnover of Key Staff Recruitment from key Method/Frequency of Personal Skill Audits Number of rooms turned over per week. Number of promotions from within Career Development Participants in optional training. Number of staff "cut early"

Average length of stay for patients Average Waiting Time

$ amount allocated for staff to pursue relevant degrees Quality of equipment audits Number of Rec league teams supported

# of employees enrolled in continuing education # of new degrees vs revenue increases # of dept total hours compared to # of internal conflicts

# of Community Volunteers compared to seasonal needs

Reaching training benchmarks

Inventory tracking and ordering system Adequate stafng at peak times

# of equipment failures (in one day/week)

Job Satistisfaction Professional certications on a monthly basis. Personal Development

# or % of people called in sick, came in early, used for doulbe shift

# Weekly overtime Hours

Continuing Education Good working relationships between doctors and nurses Empowerment of employees

% of job satistifaction

# of positive customer stories lmed for website.

# of Community clinics held each year # of people that participate in community events

Positive PR Involvement in Community (giving back..)

# of steps to close out a patient

Background Processes (cleaning rooms/turnover) Best patient flow Efcient and upto-date protocols (treatment times, etc).

Having Correct Resources Time spent @ end of shift narratives/char ts

# of patients seen by employee per hour

time off taken each quarter

Work-life balance

Lives saved from critical stauts % of positive feedback frequency of professional social events # of testimonials

Understanding customers

Outcome of Conflict Mediation Work Environment Facility audits

Recruiting & Retaining Key Staff Performance Feedback

Time between occupancies

Whiteboard sheets lled # of staff that contribute to academia Efciency of updates between shift changes # of internal workshops / lectures Attendance @ Keynotes Amount of reimbursement for A's Knowledge Sharing (keynotes, papers)

Having a Positive Impact with Community

Number of public complaints about service

Renumeration and Rewards Number Employee Complaints Monthly recognition of high performing staff Frequency of Written or Verbal Reviews

Average number of Sick Days

Time between test and results delivered

Communication between staff

Employee recognition/r ewards Leadership opportunities, Encouraged to seek higher certications Number of Mentorships Average time to promote

Birthdays, daily recognition

Transparency

Clearly communicated Message Good Customer Service

# of brand collateral produced weekly

How complaints are handled

Accuracy of tests based on number administered

average number of patients seen.

Flow of information Number of drug misuse cases

Time wasted from IT problems Time spent searching for information Time it takes to familiarize with previous shifts narrative

Staff driven innovations to shift turnover.

Number of award presented each month

Accessibility of public reporting

# of patients that are return patients (primary physicians, ob/gyn, etc) Response time to negative feedback

% of positive feedback

Annual brand audit

Number of time a patient changes hands in a single visit # of staff patients interact with # of steps for check-in and check-out # of avoidable mistakes made per day

Duplicate forms

# of IT problems (in one day / week)

Certication and employee comparison to other hospitals

Timelinees between act and recognition

# of complaints on workers & processes

Usability of printed bill # of nurses and staff nominated for awards by patients Time elapsed between requests and fruition # of procedures changed each quarter daily # of employee suggestions # of inputs implemented time spent in each location, waiting room, station, etc # of complaints Time elapsed between management groups Increased Openness and Adaptability, Awareness, Attitudes & Behaviors Timeliness of Internal Audits Allocation of Budget for Change # of scheduled collaborations frequency of reports feedback system Feedback system # of complaints resolved Satisfaction Measurement # of complaints Accessibility of Information/Languag e # of lights out Customer ranking system per doctor # of mispayments # of lights out Customer Complaints about billing confusion # patient spends at each zone/kioske in ER # of times bills have been paid online # of current billing issues (with a link or dropbown to get details of issue) Reduced debt from medicare patients $ lost on uninsured per night compared to budget Protocol for uninsured # of times billing dept runs into a critical error or problem they are having a hard time solving Protocol for Troubleshooting Comprehensive Billing Efcient Internal Billing Process Timely reimbursement for services % of accounts satised by internal collectors Average revenue per hospitalized patient.

average # of steps employees walk on a given day bi-annually employee layout surveys Floor Layout

% of feedback forms that talk positively about their physician

Removing redundancies Proper Training

Percentage of data misled % of employee time allocated to innovation

Results of new equipment trials

time it takes to get a bed

Quarterly records audit mistakes found.

Protocol for Change Openness to Change

# of uses of each piece of equipment Technology performance / protocols Efcient safety and procedural protocols

Streamlined ER processes, pre-during-post

Employee Input on Processes

# of suggestions acknowledged by superiors

Employee Interactions (bedside manner)

% of calls/emails from patients about billing confusion

# of billing mistakes

# and $ not paid because of billing confusion or negligence

# of hospital pages Efcient communication between staff

Patient Queuing (stress of moving, understanding them) Customer satisfaction (low stress environments, exchanges)

Transparency of Billing

# of follow-up calls/emails with questions $ spent on maintenance, monthly

Efcient Patient Record Systems Average wait time for inter department transport

Collection Methods % of accounts satised by external collectors # of times certain methods are used compared to eachother

Communication between MGMT levels

Environment/ Ambience Average octives in the ER # of times FAQs are accessed

Transparency of Costs

# of patient re-admits Number of allergic drug reactions Man hours saved

Avergae time to admit a returning patient.

Budgeted nnovation efforts

annual $ spent

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

11

Mapping Our Findings


CritiCaL SUCCEss FaCtors & PErFormanCE INdiCators
# of employees $ amount allocated Critical success factors were then broken down into actionable items, specifying success enrolled in for staff to pursue continuing relevant degrees factors and how they could be measured with detailededucation performance indicators. Later, we # of new degrees # of dept total vs revenue used this map to formulate informed interview questions. hours compared to increases Number of Rec league teams supported # of internal conflicts

# or % of people called in sick, came in early, used for doulbe shift

# Weekly overtime Hours

Continuing Education Good working relationships between doctors and nurses Empowerment of employees

% of job satistifaction

tients seen ployee per our

time off taken each quarter

Work-life balance

Lives saved from critical stauts

% of posit feedback frequency of professional social events

Whiteboard sheets lled # of staff that contribute to academia Knowledge Sharing (keynotes, papers)

#o testim Employee recognition/r ewards Leadership opportunities, Encouraged to seek higher certications Number of Mentorships Birthdays, daily recognition

Efciency of updates between shift changes # of internal workshops / lectures

taff driven novations to shift turnover.

Attendance @ Keynotes

Number of award presented each month

Acc of re

Amount of reimbursement Average time Timelinees for A's Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013 to promote between act and Certication recognition and employee comparison to other hospitals

12

Mapping Our Findings


IdEntiFyinG KEy StakEhoLdErs

Based on the Halifax website, we developed a stakeholder map for the Halifax Health emergency department. This map helped us determine which stakeholders to include on our upcoming blueprint, as well as identify key stakeholders for contextual interviews.
Stakeholder Map
Halifax Health / Emergency Depmartment
SERV753 / Rich Ekelman, Lou Fink, Lauren Peters, Lindsay Vetell, Professor Bau

BOARD

Chairman
John P. Johnson, PhD

Vice Chairman
Glenn Ritchey

Secretary
Karen Jans

Assistant Secretary
Art Giles

Treasurer
Susan Schandel

Member
Eric Peburn

Member
Joe Petrock

President & CEO

EXECUTIVE TEAM

Jeff Feasel

Afliate Executives

General Counsel
David Davidson

Chief Nursing Ofcer


Wanda Gerson

Director of System Research and Planning


Bill Grifn

Chief Revenue Ofcer


Arvin Lewis

Chief Marketing Director


Ann Martorano

Chief Financial Ofcer


Eric Peburn

Chief Medical Ofcer


Don Stoner, MD

Executive Director (Health Foundation)


Joe Petrock

Operations Manager
Karen Aalbregtse

Executive Director (Hospice)


Fran Davis

Executive Director (Healthy Communities)


Deanna Schaeffer

INTERNAL STAKEHOLDERS

Director of Emergency Services

Director of Patient Access


Sara Smiley

MANAGEMENT

Peter Springer, MD

Internal Departments

Supervisor of Registration
Emily Goldenburg

Doctor Manager
Paul Mucciolo

Nurse Manager
Julie Gabriel

Quality Improvement Coordinator


Margie Fieldus

Billing Department

Public Relations Department

HEALTH PRACTITIONERS

Doctors

Nurses

Technicians
Contact: Matt Forester

FSU Medical Students

CNAs

STAFF

Registrars (#23)

Residents

Environmental Technicians

Unit Clerks

Security

Volunteers

EXTERNAL STAKEHOLDERS

PROFESSIONALS

EVAC / Paramedics

Insurance Provider

Grants

CUSTOMERS

Patients

Family Members

Hospital Employees

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

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David Davidson

Wanda Gerson

Bill Grifn

Arvin Lewis

Ann Martorano

Eric Peburn

Don Stoner, MD

Joe Petrock

Ka

IdEntiFyinG KEy StakEhoLdErs

Based on the Halifax website, we developed a stakeholder map for the Halifax Health emergency department. This map helped us determine which stakeholders to include on our upcoming blueprint, as well as identify key stakeholders for contextual interviews.
Supervisor of Registration
Emily Goldenburg

MANAGEMENT

Mapping Our Findings


Doctor Manager
Paul Mucciolo

INTERNAL STAKEHOLDERS

Director of Emergency Services


Peter Springer, MD

Director of Patient Access


Sara Smiley

Nurse Manager
Julie Gabriel

Quality Improvement Coordinator


Margie Fieldus

Billing

HEALTH PRACTITIONERS

Doctors

Nurses

Technicians
Contact: Matt Forester

FSU Medical Students

CNAs

STAFF

Registrars (#23)

Residents

Environmental Technicians

Unit Clerks

Security

Volunteers

EXTERNAL STAKEHOLDERS

PROFESSIONALS

EVAC / Paramedics

Insurance Provider

Grants

CUSTOMERS

Patients

Family Members

Hospital Employees

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

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Mapping Our Findings


EmErGEnCy DEpartmEnt BLUEprint

As stated, the first high-level blueprint was built off of past knowledge and some assumption, from other emergency room experiences. The blueprint initially helped us identify some key performance indicators, as well as reflect on metrics we may have missed post-interview. High-level Blueprint
Halifax Health / Emergency Depmartment
SERV753 / Rich Ekelman, Lou Fink, Lauren Peters, Lindsay Vetell, Professor Bau

Legend
PATIENT

TRIGGER: patient injures themselves

checks in with registrar

lls out forms

waits in waiting room

gets taken to a bay

tells nurse medical history

waits

waits

gets transported to radiology

follows technicians instructions

gets transported back to ED

waits

Consults with doctor

waits

receives prescription & asks questions

checks out

pays co-pay

leaves

lin

lin

ba

Insurance card, driver's license

intake forms

waiting room

bay

X-ray machine

Printer

X-ray

prescription and instruction paper

money, payment documentation, receipt

ARTIFACTS

va

ac XXX XXX

ac

ba

scans insurance card/drivers license

REGISTRAR

sends patient info to nurse:: HOW?

reviews payment options

documents payment

submits claim to insurance company

XXX

ac

examines other patients

how are patient's assigned?

NURSE

calls patient back

takes patient's vitals

passes off info to doctor

examines other patients

Talks to doctor about patient prescription

delivers doctors orders

some sort of closing paper work?

examines other patients

DOCTOR

examines other patients

receives information

examines patient, orders xray

Receives X-ray

Goes into patient's bay

Consults with patient

Leaves room to make prescription

examines other patients

TRANSPORTER

transports other patients

receives transport request

Transports patient to X-ray room

Transports patient back to ED

transports other patients

TECHNICIAN

services other patients

Performs X-ray

Prints X-ray

sends xray to ED doctor

services other patients

CLEANING STAFF

janitorial services clean recently vacant room

updates status of room (how?)

SUPPORT PROCESSES

record database

noties nurse of patient in queue

X-ray software

record database, prescription software?

record database, billing software?

record database, insurance software?

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

15

ency Depmartment

n Peters, Lindsay Vetell, Professor Bau

Mapping Our Findings


EmErGEnCy DEpartmEnt BLUEprint

As stated, the first high-level blueprint was built off of past knowledge and some assumption, from checks in with waits in waiting gets taken to a tells nurse waits lls out forms other emergency room experiences.room The blueprint initially identify some key performance registrar bay helped us medical history indicators, as well as reflect on metrics we may have missed post-interview.
Insurance card, driver's license intake forms waiting room bay

waits

scans insurance card/drivers license

sends patient info to nurse:: HOW?

nes other patients

how are patient's assigned?

calls patient back

takes patient's vitals

passes off info to doctor

examines other patients

receives information

examines patient, orders xray


16

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

receives

Contextual Research
Even though many companies exist in a service sector, their internal processes and cultures are unique. As service designers, it is inadequate to surmise this information. For this reason we go into the field to conduct contextual research to develop empathy and an acute understanding.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

17

Field Research
ContEXtUaL intErViEws

Using our performance indicators as the backbone for our interviews, we set out to develop job-specific questions based on the interviewee's position. Interviewing a wide range of employees enabled us to not only understand Halifax's protocols, but also how they're interpreted by various stakeholders.

"The bottom line is that the leadership here understands that we have to do what's best for the patient, and they empower us as staff to do so."

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

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What we learned...

CoLLaboratiVE natUrEd

a GLimpsE oF dEsiGn thinkinG

thE mission is UndErstood

Most protocols were well-thought out and thorough because of management's openness to collaboration and change.

There are glimpses of design thinking in their current process. Evidence of this is in their collaborative business mapping exercises, but not everyone is excited to participate.

The mission is clearly understood by most; the organization's patientcentric vision resonated from the bottom-up, creating a great organizational culture.

what now?

LaCk oF transparEnCy

FraGmEntEd CommUniCation

Transparency is still one of the biggets obstacles in the exchange of information between staff and patients.

Although communcation channels have been optimized with updated technology, key staff members are still not properly communicating their ideas and plans across roles.

Because of the multiple important perspectives of each role in the ED, the design team set out to design for one persona, combining the most important needs of these different players.
*We will learn more about the relationships of these needs later on.*

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

19

Correcting our assumptions...


UpdatEd BLUEprint

Upon completion of our interviews, we revisited our stakeholder map and blueprint in order to accurately reflect Halifax's unique internal processes. This reflection time reinforced the necessity for field research, and provides a humble reminder that the people we design for are the experts of their own experiences. High-level Blueprint
Halifax Health / Emergency Depmartment
SERV753 / Rich Ekelman, Lou Fink, Lauren Peters, Lindsay Vetell, Professor Bau

METRICS

Legend
TRIGGER: patient injures themselves goes through security walks into triage to be examined lls out forms waits in waiting room gets taken to adult pod tells nurse medical history waits follows technicians instructions waits Consults with doctor waits receives prescription & asks questions checks out supplies info & insurance leaves

PATIENT

line of vis

line of inv

backstage

ARTIFACTS

intake forms id, wristband

waiting room

Vocera device

adult pod

medical records

X-ray machine

X-ray

prescription and instruction paper

money, documentation, receipt

value tran

action dir XXX XXX action

backgroun

REGISTRAR

examines patient vitals

gives wristband to patient

sorts patient

calls nurse over Vocera

brings patient to adult pod

conrms information & insurance

documents insurance

submits claim to insurance company

XXX

action nee

NURSE

examines other patients

receives message

goes to patient room

writes down patient's history

passes off info to doctor

examines other patients

Talks to doctor about patient prescription

delivers doctors orders

examines other patients

DOCTOR

examines other patients

receives information

examines patient, orders xray

Receives X-ray Diagnosis

Goes into patient's bay

Consults with patient

Leaves room to make prescription

examines other patients

ED TECHNICIAN

accomodates other patients in pod

performs X-ray right in PT Pod

sends digital le to Radiology

accomodates other patients in pod

RADIOLOGY

services other patients

examines X-ray

digitally submits diagnosis

services other patients

ENVIRONMENTAL TECHNICIAN

cleans recently vacant room

updates status of room

SUPPORT PROCESSES

record database

noties nurse of open pod

X-ray software

MediTech

MediTech software prints discharge instructions

Documents updated & added to MediTech

MediCare software prints discharge instructions

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

20

eprint

martment

Vetell, Professor Bau

Correcting our assumptions...


UpdatEd BLUEprint

oes through security

Upon completion of our interviews, we revisited our stakeholder map and blueprint in order to accurately reflect Halifax's unique internal processes. This reflection time reinforced the necessity for field research, into triage a humble reminder thatwaits in waiting gets taken to the experts tells nurse of their own experiences. andwalks provides the people we design for are waits lls out forms to be examined room medical history adult pod

follows technicians instruction

intake forms id, wristband

waiting room

Vocera device

adult pod

medical records

X-ray machin

examines patient vitals

gives wristband to patient

sorts patient

calls nurse over Vocera

brings patient to adult pod

examines other patients

receives message

goes to patient room

writes down patient's history

passes off info to doctor

examines other patients

receives information

examines patient, orders xray

accomodates other patients in pod

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

21

performs X-ra right in PT Po

Creating a Persona
Based on our field interviews, we surmised that a management dashboard would be most effective for someone in the Director of Emergency Service's administrative position. He needs to have a broad understanding of what's going on in the ED, in real time, as well as over time. We used this information to craft a persona and storyboard based on the compilation of our interviews.

David Galbrith, MD
Director of Emergency Services
Halifax Health
For the patient population, we have engaged staff here that want to be involved, so I think this would be a great place to teach future ER doctors. Its amazing to see residents come back and what theyve become since leaving here.

Key Distinguishing Feature


An administrator thats always on the go, and takes pride in cultivating autonomous employees.

Personal Background
42 years old, Caucasian 12 Year old son, wife of 10 years Yearly income: $200,000 FSU Med School Graduate, residency at John Hopkins

Objectives
Manage his EMS employees at the hospital To help hospital leadership to make the proper decisions Facilitate efcient and reliable patient throughput Maintain helpful customer feedback loops Get buy-in from employees on processes and protocols

Concerns
Proper documentation from staff Keeping 75% of ED patients at 3 hour throughput Involvement of physicians in meetings Having the right channels for customer feedback Patients seen per hour by each physician Having available funds for new programs and technology

Business administration

Practice in the field

Motivations
Pass on healthcare knowledge to future ED team members Seeing educational contributions come full-circle Cultivating a family-like dynamic among ED staff Keeping ED staff happy

Technology Comfort
Highly comfortable with voice recognition, email, mobile devices, cartbased medical equipment and software for chart creation Has a fast learning curve for new tech that's introduced in the hospital.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

22

Current scenario: What it's like for the Director of Emergency Services...

baCk to work

thE staGnant statUs

Lost in thE shUFFLE

its LikE hEardinG Cats

David walks into the Halifax hospital ED wondering what he might face that day.

After a meeting, David returns to his desk and gets an email from his supervisor requesting a meeting to discuss throughput averages and occurrence reports. David starts to scramble. He then tries to find people who can tell him an accurate idea of the current throughput time and occurrences before his afternoon meeting.

David starts working on the quarterly reports due in five days. He has some time before the innovation meeting at 3pm so he gathers as much of the data as he can, but he knows he will lose hours looking at uncorrelated records of the past quarter. He realizes he really needs to have this long-term data at his fingertips.

After his paperwork, David is excited for an innovation meeting with other department leaders. Unfortunately, it ends up being wasted time. The meeting is only for an hour and most of the attendants forgot about the meeting. The people that did show up did not have a clear vision of what was in the hospitals innovation portfolio.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

23

Final Metric Recommendations


KPI, KRI, and Learning & Innovation Metrics

HaLiFaXs CritiCaL sUCCEss FaCtors (CsF)

Financial/budget/reimbursement Customer satisfaction Positive impact on community

Streamlined ED processes, patient flow Empowering & retaining key staff Openness & adaptability to change

Dashboard I KEy PErFormanCE IndiCators (6)

Dashboard II KEy REsULt IndiCators (7)

Dashboard III LEarninG & InnoVation (5)

Patient throughput in real-time (with interactive occurrences on it) Number of occurrence reports (complaints, adjustments to outpatients, compliments, etc) Number of chart audits that need to be performed (categorized by pod) Average time to treat (categorized by pod) Ratio of patient and number of employees Media analysis (media mentions)

Quarterly average of patient throughput time Quarterly number of occurrence reports (by positive, negative, and neutral sorting) Average time to treat patients Employee feedback over-time, Customer feedback over-time Internal process involvement of employees Publicity and social media mentions (analysis over-time)

External news innovation feed Student academic programs (med students, residents, workshops, tracking promising students throughout their education, etc) Employee training (benchmarks, classes, certifications) Innovation portfolio (old vs new processes, meeting times and who is involved, outcomes of optimizing processes, $ invested in each process, hours invested in each process, internal vs external projects) Funding & budget history

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

24

Workshop
After affinitizing KPIs, KRIs, and learning & innovation metrics into their respective dashboards, we set out to display the information in the most effective way. We started by doing a UX workshop, in which we worked from the aforementioned checklist, and then used our visuals as a talking point to combine, eliminate, and add elements as necessary.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

25

Dashboard User Experience


Workshop GoaLs

Contextually validate chosen metrics Placement and use of metrics must tell a story Create interactive relationships between all dashboards Keep interface intuitive and easy to use

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

26

Dashboard User Experience

tELLinG a story

METRIC RELATIONSHIPS

VISUAL LANGUAGE

ADDRESSING REAL NEEDS

We were able to combine and layer the KPI to tell a more robust story within each of the three dashboards, as well as an overarching story.

We were surprised by how easily each metric fell into place because of the foundation and groundwork we laid the week prior.

Taking special note of visual language they may already be familiar with, as well as carrying a theme throughout all three. Such as using green to denote positive metrics and red for issues that need attention.

We also realized we didn't need to reinvent the wheel, we were addressing real needs and augmenting real life scenarios they had shared with us.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

27

Final Halifax Dashboards


The following dashboards provides David with a high-level overview of daily, weekly, quarterly, and yearly metrics. This platform allows him to assess and derive his own conclusions based on real-time, or over-time metrics. While some of these metrics are already tracked in one form or another, having all information in one location working in tandem with other important metrics helps to streamline communication, allow for proactive planning, as well as expedite any immediate issues.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

28

Future scenario: What it will be like for the Director of Emergency Services...

DaVid arriVEs rEady

a ConnECtEd LEadEr

EmpowErEd stratEGist

CoLLaboratiVE workshop

David walks into the ED confident that will be able to quickly see patient throughput times from his performance dashboard.

David is able to take his Dashboard with him as he leaves his office to engage the ED nursing leadership on education and training goals. While talking to the charge nurse, he gets a call on his phone from his supervisor that she needs the most up to date throughput averages. He quickly accesses the information from his dashboard and gives his supervisor the figures she needs.

David is invited to have lunch with some of his ED doctors. He has an hour before lunch and no meetings planned so David decides to engage his doctors on strategic policies over lunch. The information on his Scorecard dashboard gives David a clear visual to use for engaging the doctors on projected trends.

David spends two hours in an Innovation workshop that makes him feel energized and connected with other departments. The easy visualization of innovation projects on his dashboard makes it easier for him to understand the hospitals innovation efforts. His dashboard always reminds him of how his experience and ideas are helping the Halifax Hospital community.
29

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

Measuring ED Performance
KEy PErFormanCE IndiCators
PERFORMANCE

The "Performance" dashboard allows David to get an at-a-glance view of the ED's daily performance stats. The metrics chosen for this dashboard are updated on a real-time,daily, and weekly basis.

Paul
PATIENT THROUGHPUT

SCORE CARD

average PT to employee ratio 12 am - 7 am 11 am - 3 pm 3 pm - 7 pm 7 pm - 12 am

8:1

POD PERFORMANCE

time in hours

hour average PT throughput time

2.5

TODAY, Monday, February 28, 2013

LAST MONDAY

TIME TO TREAT

CHARTS TO AUDIT

CRITICAL OCCURENCE REPORTS Failure of a device to perform its intended purpose


2:13pm | Creator: Betsy Calhoun, RN

LEARNING

Pediatric Fast Track Trauma Adult Psychiatric


MEDIA MONITORING
NEEDS ACTION
Halifax Health treated me unfairly when I came to treat my arm!

1.5 h 2.25 h 5h 3.5 h

-10% +5% -5% +7% +2%

6/8 0/10 2/3 1/10 2/9


FACEBOOK

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician

Labeling or Instructions are unclear and poorly written


4:45am | Creator: Leslie Afgan, NP

A public health issue that becomes a public concern


5:56am | Creator: Mark Sonen, Technician

3h
VIEW ALL
MEDICAL JOURNAL

New information became available from research


12:00pm | Creator: Ashley Killian, Physician

TWITTER

NEWS JOURNAL

FACEBOOK

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me unfairly when I came to treat my arm!...
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28

345 retweets

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

30

Measuring ED Performance
Paul
PERFORMANCE
PATIENT THROUGHPUT

SCORE CARD

pt throUGhpUt basEd on shiFt

This attribute displays real time PT throughput for that day, adjacent to the weekdays performance the previous week. Alerts are overlaid to shed light and document on uctuations in the ow.
HOW TO COLLECT

average PT to employee ratio 12 am - 7 am 11 am - 3 pm 3 pm - 7 pm 7 pm - 12 am

8:1

POD PERFORMANCE

time in hours

hour average PT throughput time

2.5

TODAY, Monday, February 28, 2013

LAST MONDAY

TIME TO TREAT

CHARTS TO AUDIT

CRITICAL OCCURENCE REPORTS Failure of a device to perform its intended purpose


2:13pm | Creator: Betsy Calhoun, RN

LEARNING

Pediatric Fast Track Trauma Adult Psychiatric


MEDIA MONITORING
NEEDS ACTION
Halifax Health treated me unfairly when I came to treat my arm!

1.5 h 2.25 h 5h 3.5 h

-10% +5% -5% +7% +2%

6/8 0/10 2/3 1/10 2/9


FACEBOOK

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician

Labeling or Instructions are unclear and poorly written


4:45am | Creator: Leslie Afgan, NP

Pulled from existing MediTech systems

A public health issue that becomes a public concern


5:56am | Creator: Mark Sonen, Technician

3h
VIEW ALL
MEDICAL JOURNAL

New information became available from research


12:00pm | Creator: Ashley Killian, Physician

TWITTER

NEWS JOURNAL

FACEBOOK

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me unfairly when I came to treat my arm!...
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28

345 retweets

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

31

Measuring ED Performance
Paul
PERFORMANCE
PATIENT THROUGHPUT

SCORE CARD

QUiCk rEFErEnCE nUmbErs

LEARNING

These numbers are quick-reference averages for that day based on the data from the prior attribute.

average PT to employee ratio 12 am - 7 am 11 am - 3 pm 3 pm - 7 pm 7 pm - 12 am

8:1

POD PERFORMANCE

time in hours

hour average PT throughput time

2.5

TODAY, Monday, February 28, 2013

LAST MONDAY

TIME TO TREAT

CHARTS TO AUDIT

CRITICAL OCCURENCE REPORTS Failure of a device to perform its intended purpose


2:13pm | Creator: Betsy Calhoun, RN

Pediatric Fast Track Trauma Adult Psychiatric


MEDIA MONITORING
NEEDS ACTION
Halifax Health treated me unfairly when I came to treat my arm!

1.5 h 2.25 h 5h 3.5 h

-10% +5% -5% +7% +2%

6/8 0/10 2/3 1/10 2/9


FACEBOOK

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician

Labeling or Instructions are unclear and poorly written


4:45am | Creator: Leslie Afgan, NP

A public health issue that becomes a public concern


5:56am | Creator: Mark Sonen, Technician

3h
VIEW ALL
MEDICAL JOURNAL

New information became available from research


12:00pm | Creator: Ashley Killian, Physician

TWITTER

NEWS JOURNAL

FACEBOOK

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me unfairly when I came to treat my arm!...
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28

345 retweets

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

32

Measuring ED Performance
Paul
PERFORMANCE
PATIENT THROUGHPUT

time in hours

hour average PT throughput time

2.5 8:1

TODAY, Monday, February 28, 2013

LAST MONDAY

OCCURENCE REPORT

OCCURENCE REPORT

SCORE CARD

Equipment Malfunction | 1:30pm


Creator: Mary Connor Phone: 555-2945 x292 Email Report Print Report

Equipment Malfunction | 2:13pm


Creator: Mary Connor Phone: 555-2945 x292 Email Report

Print Re

average PT to employee ratio 12 am - 7 am 11 am - 3 pm 3 pm - 7 pm


COMMENTS 7 pm

- 12 am

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus non mollis ma

POD PERFORMANCE

TIME TO TREAT

ADULT POD CHARTS TO AUDIT X-ray #1102948

CRITICAL OCCURENCE REPORTS

dictum blandit lacus, non laoreet eros suscipit sit amet. Lapis na Pellentesque ul lectus id consequat us justo sit amet elit dapibus.

LEARNING

oCCUrEnCE rEport dEtaiL

Descriptive overlays allow David to access specic information that may not always be necessary to display on the initial screen. This overlay also allows him to take desired action.

Pediatric Fast Track Trauma Adult Psychiatric


MEDIA MONITORING
NEEDS ACTION
Halifax Health treated me unfairly when I came to treat my arm!

1.5 h 2.25 h 5h 3.5 h

-10% +5%
COMMENTS

-5% dictum blandit lacus, non laoreet eros suscipit 4:45am sit amet. Lapis na Pellentesque ultrices, | Creator: Leslie Afgan, NP
lectus id consequat us justo sit amet elit dapibus. A COMMENT +7ADD % /10

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus non mollis mauris. Ut Labeling or Instructions are

6/8 0/10 2/3 1 2/9

ADD A COMMENT Failure of a device to perform its intended purpose

2:13pm

| Creator: Betsy Calhoun, RN

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician

Pos

unclear and poorly written


#219383

ALL OTHER PEDIATRIC REPORTS Patient misidentification Mary Connor Brian Stafford Josh Mulland Richard Peters Sally Johnson

2:13

Failure to comply with ER protocol A public health issue that becomes a public #214784 concern

1:13

5:56am

| Creator: Mark Sonen, Technician

#212343 #225433

Employee call out sick Compliment for patient care Patient misidentification

2:03

3h
VIEW ALL
MEDICAL JOURNAL

4:30

+2%

New information became available from research #223453


12:00pm | Creator: AshleyPost Killian, Physician

9:30

FACEBOOK

TWITTER

NEWS JOURNAL

FACEBOOK

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

345 retweets

Equipment Halifax Health treated me unfairly when I came to treat my arm!... malfunction
User Name
Creator: Malorie Farm
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Monday, February 28

User Name

Exerpt that relates to Halifax Halifax Health treated me HISTORY would be displayed here...FUNDING & BUDGET greatwhen I broke my leg!
Monday, February 28 Education Budget: $14,000

Q1

Q2

Q3

Q4

MOST RECENT EXSPENDATURES $400.00 Florida State University Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013 $1100.00 $200.00 $50.00 $500.00 Florida State University Medical Career Fair Halifax Health Careers Mary Connor Brian Stafford Josh Mulland Richard Peters Sally Johnson

33

APPROVE DENIED DENIED

Emergency Services Expo...

APPROVE

APPROVE

Measuring ED Performance
Paul
PERFORMANCE
PATIENT THROUGHPUT

SCORE CARD

average PT to employee ratio 12 am - 7 am 11 am - 3 pm 3 pm - 7 pm 7 pm - 12 am

8:1

POD PERFORMANCE

time in hours

hour average PT throughput time

2.5

TODAY, Monday, February 28, 2013

LAST MONDAY

TIME TO TREAT

CHARTS TO AUDIT

CRITICAL OCCURENCE REPORTS Failure of a device to perform its intended purpose


2:13pm | Creator: Betsy Calhoun, RN

LEARNING

Pediatric Fast Track

1.5 h 2.25 h 5h 3.5 h

-10% +5% -5% +7% +2%

pod pErFormanCE

Since each pods patients needs vary, the throughput time may also differ. This overview gives specic pod performance as well as the percent the time has increased or decreased.
how to CoLLECt

Trauma Adult Psychiatric


MEDIA MONITORING
NEEDS ACTION
Halifax Health treated me unfairly when I came to treat my arm!

6/8 0/10 2/3 1/10 2/9


FACEBOOK

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician

Labeling or Instructions are unclear and poorly written


4:45am | Creator: Leslie Afgan, NP

A public health issue that becomes a public concern


5:56am | Creator: Mark Sonen, Technician

3h
VIEW ALL
MEDICAL JOURNAL

New information became available from research


12:00pm | Creator: Ashley Killian, Physician

TWITTER

NEWS JOURNAL

FACEBOOK

Pulled from existing MediTech systems

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me unfairly when I came to treat my arm!...
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28

345 retweets

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

34

Measuring ED Performance
Paul
PERFORMANCE
PATIENT THROUGHPUT

SCORE CARD

average PT to employee ratio 12 am - 7 am 11 am - 3 pm 3 pm - 7 pm 7 pm - 12 am

8:1

POD PERFORMANCE

time in hours

hour average PT throughput time

2.5

TODAY, Monday, February 28, 2013

LAST MONDAY

TIME TO TREAT

CHARTS TO AUDIT

CRITICAL OCCURENCE REPORTS Failure of a device to perform its intended purpose


2:13pm | Creator: Betsy Calhoun, RN

LEARNING

Pediatric Fast Track

1.5 h 2.25 h 5h 3.5 h

-10% +5% -5% +7% +2%

top oCCUrEnCE rEports

Top occurrence report for each pod are displayed based on necessity to address, in order to prioritize timesensitive issues.
HOW TO COLLECT

Trauma Adult Psychiatric


MEDIA MONITORING
NEEDS ACTION
Halifax Health treated me unfairly when I came to treat my arm!

6/8 0/10 2/3 1/10 2/9


FACEBOOK

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician

Labeling or Instructions are unclear and poorly written


4:45am | Creator: Leslie Afgan, NP

A public health issue that becomes a public concern


5:56am | Creator: Mark Sonen, Technician

3h
VIEW ALL
MEDICAL JOURNAL

New information became available from research


12:00pm | Creator: Ashley Killian, Physician

Pulled from current Occurrence Report system

TWITTER

NEWS JOURNAL

FACEBOOK

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me unfairly when I came to treat my arm!...
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28

345 retweets

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

35

Measuring ED Performance
Paul
PERFORMANCE
PATIENT THROUGHPUT

time in hours

hour average PT throughput time

2.5 8:1

TODAY, Monday, February 28, 2013

LAST MONDAY

SCORE CARD

OCCURENCE REPORT

OCCURENCE REPORT

Equipment Malfunction | 1:30pm


Creator: Mary Connor Phone: 555-2945 x292 Email Report

Equipment Malfunction | 2:13pm


Creator: Mary Connor Phone: 555-2945 x292 Email Report Print Report

MEDIA MONITORING | NEEDS ACTION

Media Tweet | 2:13pm


Email Tweet

Print Report

average PT to employee ratio 12 am - 7 am

COMMENTS

11 am - 3 pm

3 pm - 7 pm

7 pm - 12 am

POD PERFORMANCE

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus non mollis mauris. Ut

LEARNING

oCCUrEnCE rEport dEtaiL

ADULT POD X-ray #1102948

TIME TO TREAT

CRITICAL OCCURENCE REPORTS dictum blandit lacus, non laoreet eros suscipit sit amet. Lapis na Pellentesque ultrices, CHARTS TO AUDIT
lectus id consequat us justo sit amet elit dapibus.

Descriptive overlays allow user to pull up detailed information that may not always be necessary to display on the initial screen. This overlay allows David to take desired action.

Pediatric Fast Track

1.5 h 2.25 h 5h 3.5 h


Post

-10% ADD A COMMENT /8 +5% -5% +7% +2%

COMMENTS Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus non mollis mauris. Ut dictum blandit lacus, non laoreet eros suscipit sit amet. Lapis na Pellentesque ultrices, lectus id consequat us justo sit amet elit dapibus. ADD A COMMENT

Trauma Adult

ALL OTHER PEDIATRIC REPORTS #219383 #214784 #212343 #225433 #223453

6 0/10 2/3 1/10 2/9

Failure of a device to perform its intended purpose


2:13pm | Creator: Betsy Calhoun, RN

Halifax Health treated m unfairly when I came to t my arm!


When

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician
Post Su M February T 1 8 15 22 29 W 2 9 16 23 30 Th 3 10 17 24 31 F 4 11 18 25 Sa 5 12 19 26

MEETING TIME

Invite People

Labeling or Instructions are unclear and poorly written


4:45am | Creator: Leslie Afgan, NP
Mary Connor 2:13pm 1:13pm 2:03pm 6 7 13 14 concern 20 27 21 28

Calendar Emergency Department Comments

Patient misidentification

Failure to comply with ER protocol

A public health issue that becomes a public


5:56am | Creator: Mark Sonen, Technician
Josh Mulland Brian Stafford

Employee call out sick Compliment for patient care New

Psychiatric
MEDIA MONITORING
NEEDS ACTION
VIEW ALL

3h

Richard Peters 4:30pmavailable from research information became

Ashley Killian, Physician Patient misidentification 12:00pm | Creator: Sally Johnson 9:30pm

MEDICAL JOURNAL

FACEBOOK

TWITTER

NEWS JOURNAL

FACEBOOK

Equipment malfunction
Creator: Malorie Farm

Halifax Health treated me unfairly when I came to treat my arm!

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me unfairly when I came to treat my arm!...
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28

345 retweets

FUNDING & BUDGET HISTORY

Education Budget: $14,000


Q1 Q2 Q3 Q4

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Mary Innovation & Enterprises | March 13, 2013 $400.00 Florida State University Connor APPROVED
$1100.00 $200.00 $50.00 Emergency Services Expo... Florida State University Medical Career Fair Brian Stafford Josh Mulland Richard Peters DENIED DENIED APPROVED

MOST RECENT EXSPENDATURES

36

Measuring ED Performance
Paul
PERFORMANCE
PATIENT THROUGHPUT

SCORE CARD

average PT to employee ratio 12 am - 7 am 11 am - 3 pm 3 pm - 7 pm 7 pm - 12 am

8:1

mEdia monitorinG

In order to track public image, a real time feed allows David to address any immediate media or public relation concerns. Displaying positive mentions can help him commend mentioned staff in passing.
HOW TO COLLECT

POD PERFORMANCE

time in hours

hour average PT throughput time

2.5

TODAY, Monday, February 28, 2013

LAST MONDAY

TIME TO TREAT

CHARTS TO AUDIT

CRITICAL OCCURENCE REPORTS Failure of a device to perform its intended purpose


2:13pm | Creator: Betsy Calhoun, RN

LEARNING

Pediatric Fast Track Trauma Adult

1.5 h 2.25 h 5h 3.5 h

-10% +5% -5% +7% +2%

6/8 0/10 2/3 1/10 2/9


FACEBOOK

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician

Labeling or Instructions are unclear and poorly written


4:45am | Creator: Leslie Afgan, NP

A public health issue that becomes a public concern


5:56am | Creator: Mark Sonen, Technician

Data is already monitored by the public relations department through social listening.

Psychiatric
MEDIA MONITORING
NEEDS ACTION
Halifax Health treated me unfairly when I came to treat my arm!

3h
VIEW ALL
MEDICAL JOURNAL

New information became available from research


12:00pm | Creator: Ashley Killian, Physician

TWITTER

NEWS JOURNAL

FACEBOOK

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me unfairly when I came to treat my arm!...
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28

345 retweets

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

37

Measuring ED Performance
Paul
PERFORMANCE
PATIENT THROUGHPUT

SCORE CARD

OCCURENCE REPORT

OCCURENCE REPORT

time in hours

hour average PT throughput time

2.5 8:1

TODAY, Monday, February 28, 2013

LAST MONDAY

Equipment Malfunction | 1:30pm


Creator: Mary Connor Phone: 555-2945 x292 Email Report Print Report

Equipment Malfunction | 2:13pm


Creator: Mary Connor Email Report Phone: 555-2945 x292

MEDIA MONITORING | NEEDS ACTION

Media Tweet | 2:13pm


Email Tweet Print Tweet

Print Report

average PT to employee ratio 12 am - 7 am

COMMENTS Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus non mollis mauris. Ut

POD dictum blandit lacus, non laoreet eros suscipit sitPERFORMANCE amet. Lapis na Pellentesque ultrices,

nEEds aCtion oVErLay

lectus id consequat us justo sit amet elit dapibus. ADD A COMMENT

LEARNING

ADULT POD X-ray #1102948

TIME TO TREAT

COMMENTS

Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus non mollis mauris. Ut dictum blandit lacus, non laoreet eros suscipit sit amet. Lapis na Pellentesque ultrices, lectus id consequat us justo sit amet elit dapibus. ADD A COMMENT

This overlay allows David to take immediate and desired action by setting a meeting time and inviting gusts to this meeting.

Pediatric Fast Track


Post

1.5 h 2.25 h 5h
2:13pm 1:13pm 2:03pm 4:30pm 9:30pm

-10% +5% -5%

11 am - 3 pm 7 pm - 12 am Halifax Health treated me 3 pm - 7 pm unfairly when I CRITICAL came to treat OCCURENCE REPORTS CHARTS TO AUDIT my arm! Failure of a device to perform its intended purpose

MEETING TIME

February Su M T 1 6 7 14 21 28 8 15 22 29 W 2 9

ALL OTHER PEDIATRIC REPORTS #219383 #214784 #212343 #225433 Patient misidentification

Trauma
Mary Connor

6/8 0/10 2/3


Th 3 10

2:13pm
When

| Creator: Betsy Calhoun, RN

A poor, inadequate design, or manufacturing of the device


2:20pm | Creator: Jennifer Golden, Physician

Invite People F 4 Sa 5 12 19 26

Labeling or Instructions are unclear and poorly written


Calendar 4:45am Comments

| Creator: Leslie Afgan, NP

11 18 25

Emergency Department

Failure to comply with ER protocol Employee call out sick Compliment for patient care Patient misidentification

Adult

Brian Stafford Josh Mulland

3.5 h

+7% 20
27

13

Post

#223453

Psychiatric Sally Johnson

Richard Peters

3h
MEDICAL JOURNAL

+2%

1/10 2/9
16 23 30 17 24 31

A public health issue that becomes a public concern


5:56am | Creator: Mark Sonen, Technician

New information became available from research Add to Calendar


12:00pm | Creator: Ashley Killian, Physician

MEDIA MONITORING
NEEDS ACTION

VIEW ALL

FACEBOOK

TWITTER

NEWS JOURNAL

FACEBOOK

Equipment malfunction
Creator: Malorie Farm

Halifax Health treated me unfairly when I came to treat my arm!

Name of Article
Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me unfairly when I came to treat my arm!...
Monday, February 28

@UserName
The staff at Halifax couldnt have been more accomodating.
Monday, February 28

Name of Article Here


Exerpt that relates to Halifax would be displayed here...
Monday, February 28

User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28

FUNDING & BUDGET HISTORY

Education Budget: $14,000


Q1 Q2

345 retweets

Q3

Q4

MOST RECENT EXSPENDATURES

Halifax Health - KPIMary &Connor Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013 $400.00 Florida State University APPROVED
$1100.00 $200.00 $50.00 Emergency Services Expo... Florida State University Medical Career Fair Brian Stafford Josh Mulland Richard Peters DENIED DENIED APPROVED

38

Balancing the Score Card


KEy rEsULt IndiCators

SCORE CARD

10:1
average PT to employee ratio

time in hours

The second dashboard provides David with an overview of quarterly metrics including patient throughput times, customer feedback, and employee involvement in departmental optimization.

Paul
PERFORMANCE
PATIENT THROUGHPUT AVERAGES OVER TIME
FISCAL CALENDAR 2013

hour average PT throughput time

2.5

Too many staff!

Q1

Q2

Q3

Q4

TREATMENT TIMES BY PODS

LEARNING

1.5 h
fastest average: pediatric pod
Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric

CUSTOMER FEEDBACK
Patient Feedback
MOST COMMON

Q1

Q2

Q3

Q4

LEARNING & INNOVATION


Most Active Employees
Sally Johnson RN Supervisor Richard Peters Physician

MOST COMMON

70 82 63

Fast service
(40) other similar feedback cases

30 18

Unprofessional staff
(40) other similar feedback cases

Past Attendence Employee Feedback

Good Team Dynamic


(30) other similar feedback cases

Too much overtime


(30) other similar feedback cases

63 43

% RNs % Students

20 51

% Techs

% Clerks

17 13

% MDs % Reg.

Media Coverage

Clean Environment
(10) other similar feedback cases

37

Uncontrolled infections
(10) other similar feedback cases

Future Events

Protocol Seminar 10/19/2013 Learning Extravaganza 10/19/2013

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

39

Balancing the Score Card


Paul
PERFORMANCE
PATIENT THROUGHPUT AVERAGES OVER TIME
FISCAL CALENDAR 2013

SCORE CARD

pt throUGhpUt QUartErLy oVErViEw

LEARNING

Noting averages and the cause and effects of uctuations in ow will help the staff to not only be more prepared in the future, but assist them in adapting processes and protocols.
HOW TO COLLECT

10:1
average PT to employee ratio

time in hours

hour average PT throughput time

2.5

Too many staff!

Q1

Q2

Q3

Q4

TREATMENT TIMES BY PODS

1.5 h
fastest average: pediatric pod
Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric

Pulled from existing MediTech systems

CUSTOMER FEEDBACK
Patient Feedback
MOST COMMON

Q1

Q2

Q3

Q4

LEARNING & INNOVATION


Most Active Employees
Sally Johnson RN Supervisor Richard Peters Physician

MOST COMMON

70 82 63

Fast service
(40) other similar feedback cases

30 18

Unprofessional staff
(40) other similar feedback cases

Past Attendence Employee Feedback

Good Team Dynamic


(30) other similar feedback cases

Too much overtime


(30) other similar feedback cases

63 43

% RNs % Students

20 51

% Techs

% Clerks

17 13

% MDs % Reg.

Media Coverage

Clean Environment
(10) other similar feedback cases

37

Uncontrolled infections
(10) other similar feedback cases

Future Events

Protocol Seminar 10/19/2013 Learning Extravaganza 10/19/2013

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

40

Balancing the Score Card


Paul
PERFORMANCE
PATIENT THROUGHPUT AVERAGES OVER TIME
FISCAL CALENDAR 2013

SCORE CARD

10:1
average PT to employee ratio

time in hours

hour average PT throughput time

2.5

Too many staff!

Q1

Q2

Q3

Q4

TREATMENT TIMES BY PODS

LEARNING

1.5 h
fastest average: pediatric pod
Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric

trEatmEnt oVErViEw by pod

Pod averages allow for more direct performance and process assessment, isolating problems that may only exist in one or two pods.
HOW TO COLLECT

CUSTOMER FEEDBACK
Patient Feedback
MOST COMMON

Q1

Q2

Q3

Q4

LEARNING & INNOVATION


Most Active Employees
Sally Johnson RN Supervisor Richard Peters Physician

MOST COMMON

70 82 63

Fast service
(40) other similar feedback cases

30 18

Unprofessional staff
(40) other similar feedback cases

Past Attendence Employee Feedback

Good Team Dynamic


(30) other similar feedback cases

Pulled from existing MediTech systems

Too much overtime


(30) other similar feedback cases

63 43

% RNs % Students

20 51

% Techs

% Clerks

17 13

% MDs % Reg.

Media Coverage

Clean Environment
(10) other similar feedback cases

37

Uncontrolled infections
(10) other similar feedback cases

Future Events

Protocol Seminar 10/19/2013 Learning Extravaganza 10/19/2013

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

41

Balancing the Score Card


Paul
PERFORMANCE
PATIENT THROUGHPUT AVERAGES OVER TIME
FISCAL CALENDAR 2013

CUstomEr FEEdbaCk

This attribute displays a quarterly view of patient, employee, and media feedback sorted in positive and negative categories. Feedback is affinitized by likeness to call attention to most frequently mentioned feedback.
HOW TO COLLECT

SCORE CARD

10:1
average PT to employee ratio

time in hours

hour average PT throughput time

2.5

Too many staff!

Q1

Q2

Q3

Q4

TREATMENT TIMES BY PODS

LEARNING

A future survey database was mentioned in our interviews that could be pooled and tagged in order to display on the dashboard. The media coverage portion would be pooled from the existing PR monitoring done by Halifax.

1.5 h
fastest average: pediatric pod
Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric

CUSTOMER FEEDBACK
Patient Feedback
MOST COMMON

Q1

Q2

Q3

Q4

LEARNING & INNOVATION


Most Active Employees
Sally Johnson RN Supervisor Richard Peters Physician

MOST COMMON

70 82 63

Fast service
(40) other similar feedback cases

30 18

Unprofessional staff
(40) other similar feedback cases

Past Attendence Employee Feedback

Good Team Dynamic


(30) other similar feedback cases

Too much overtime


(30) other similar feedback cases

63 43

% RNs % Students

20 51

% Techs

% Clerks

17 13

% MDs % Reg.

Media Coverage

Clean Environment
(10) other similar feedback cases

37

Uncontrolled infections
(10) other similar feedback cases

Future Events

Protocol Seminar 10/19/2013 Learning Extravaganza 10/19/2013

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

42

Balancing the Score Card


Paul
PERFORMANCE
PATIENT THROUGHPUT AVERAGES OVER TIME
FISCAL CALENDAR 2013

EmpLoyEE partiCipation

Being able to commend active and engaged employees is an effective way to get buy-in from other employees. Overall participation shows where overall engagement stands, while future events allows David to see easily see whats in the pipeline and possibly remind staff that are lacking in participation about the events.
HOW TO COLLECT

SCORE CARD

10:1
average PT to employee ratio

time in hours

hour average PT throughput time

2.5

Too many staff!

Q1

Q2

Q3

Q4

TREATMENT TIMES BY PODS

LEARNING

1.5 h
fastest average: pediatric pod
Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric Pediatric Fast Track Trauma Adult Psychiatric

CUSTOMER FEEDBACK

Q1

Q2

Q3

Q4

LEARNING & INNOVATION


Most Active Employees
Sally Johnson RN Supervisor Richard Peters Physician

A metric was mentioned during our interviews that tracks physician participation. This could be carried over to all staff.

Patient Feedback

MOST COMMON

MOST COMMON

70 82 63

Fast service
(40) other similar feedback cases

30 18

Unprofessional staff
(40) other similar feedback cases

Past Attendence Employee Feedback

Good Team Dynamic


(30) other similar feedback cases

Too much overtime


(30) other similar feedback cases

63 43

% RNs % Students

20 51

% Techs

% Clerks

17 13

% MDs % Reg.

Media Coverage

Clean Environment
(10) other similar feedback cases

37

Uncontrolled infections
(10) other similar feedback cases

Future Events

Protocol Seminar 10/19/2013 Learning Extravaganza 10/19/2013

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

43

Learning & Innovation


prEparinG For Growth

SCORE CARD

This dashboard allows David to track the ED in a perspective towards learning growth. He is able to view details of Halifax's ED innovation portfolio as well as employee and student education, and how funding affects these areas.

Paul
PERFORMANCE
INNOVATION PORTFOLIO
FISCAL CALENDAR
TOP 5 INTERNAL PROJECTS
See All

2013
BUDGET SPENT

Q1

Q2

Q3

Q4

Internal projects

PROJECT PROGRESS

HOURS SPENT

PROJECTED OUTCOME
Patient Throughput

Optimizing Patient Identication


Owner: Sally Smiles

35 124 2 24 1

30% 50% 2% 10% 2%

30% 40% 100% 10% 50%


All programs

External projects

Trauma Cart Location


Owner: Mildred Gusky

Another Metric

Vocera Companion Device


Owner: Mildred Gusky

Another Metric

Successful outcomes

80%

Family Member Placement


Owner: Jennifer Goldburg

Another Metric

Violence Control Protocol


Owner: Mildred Gusky

Another Metric

LEARNING

EMPLOYEE EDUCATION

View

Nurses

STUDENT PROGRAMS

View

124
Nurses

LPN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

RN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Total Students

75

Radiology
Q1 Q2 Q3 Q4

Paramedic
Q1 Q2 Q3 Q4

73%
Made their benchmarks

BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Interviewed for positions

75%

Nursing
Q1 Q2 Q3 Q4

Physician
Q1 Q2 Q3 Q4

FUNDING & BUDGET HISTORY EDUCATION


Budget: $14,000
Q1 Q2 Q3 Q4

NEW TECHNOLOGY
Budget: $234,000
Q1 Q2 Q3 Q4

MARCOM
Budget: $104,000
Q1 Q2 Q3 Q4

COMMUNITY IMPACT
Budget: $50,000
Q1 Q2 Q3 Q4

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

44

Learning & Innovating


Paul
PERFORMANCE
INNOVATION PORTFOLIO
FISCAL CALENDAR
TOP 5 INTERNAL PROJECTS
See All

2013
BUDGET SPENT

Q1

Q2

Q3

Q4

Internal projects

PROJECT PROGRESS

HOURS SPENT

PROJECTED OUTCOME
Patient Throughput

Optimizing Patient Identication


Owner: Sally Smiles

35 124 2 24 1

30% 50% 2% 10% 2%

30% 40% 100% 10% 50%


All programs

SCORE CARD

innoVation portFoLio

External projects

Trauma Cart Location


Owner: Mildred Gusky

Another Metric

Vocera Companion Device


Owner: Mildred Gusky

Another Metric

LEARNING

This is a place to view open innovation projects, their status, hours and budget dollars used, as well as project outcome statistics.
HOW TO COLLECT

Successful outcomes

80%

Family Member Placement


Owner: Jennifer Goldburg

Another Metric

Violence Control Protocol


Owner: Mildred Gusky

Another Metric

EMPLOYEE EDUCATION

View

Nurses

STUDENT PROGRAMS

View

A new database may need to be created to catalogue and document this attribute. This may need additional planning to determine the best method for collection.

124
Nurses

LPN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

RN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Total Students

75

Radiology
Q1 Q2 Q3 Q4

Paramedic
Q1 Q2 Q3 Q4

73%
Made their benchmarks

BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Interviewed for positions

75%

Nursing
Q1 Q2 Q3 Q4

Physician
Q1 Q2 Q3 Q4

FUNDING & BUDGET HISTORY EDUCATION


Budget: $14,000
Q1 Q2 Q3 Q4

NEW TECHNOLOGY
Budget: $234,000
Q1 Q2 Q3 Q4

MARCOM
Budget: $104,000
Q1 Q2 Q3 Q4

COMMUNITY IMPACT
Budget: $50,000
Q1 Q2 Q3 Q4

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

45

Learning & Innovating


Paul
PERFORMANCE
INNOVATION PORTFOLIO
FISCAL CALENDAR
TOP 5 INTERNAL PROJECTS
See All

2013
BUDGET SPENT

Q1

Q2

Q3

Q4

Internal projects

PROJECT PROGRESS

HOURS SPENT

PROJECTED OUTCOME
Patient Throughput

Optimizing Patient Identication


Owner: Sally Smiles

35 124 2 24 1

30% 50% 2% 10% 2%

30% 40% 100% 10% 50%


All programs

SCORE CARD

External projects

Trauma Cart Location


Owner: Mildred Gusky

Another Metric

Vocera Companion Device


Owner: Mildred Gusky

Another Metric

aLtErnatE tabs

Successful outcomes

80%

Family Member Placement


Owner: Jennifer Goldburg

Another Metric

Violence Control Protocol


Owner: Mildred Gusky

Additional tabs to view external projects (such as collaborations with local colleges), as well as a more detailed view of project outcomes.
HOW TO COLLECT

Another Metric

LEARNING

EMPLOYEE EDUCATION

View

Nurses

STUDENT PROGRAMS

View

124
Nurses

LPN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

RN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Total Students

75

Radiology
Q1 Q2 Q3 Q4

Paramedic
Q1 Q2 Q3 Q4

A new database may need to be created to catalogue and document this attribute. This may need additional planning to determine the best method for collection.

73%
Made their benchmarks

BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Interviewed for positions

75%

Nursing
Q1 Q2 Q3 Q4

Physician
Q1 Q2 Q3 Q4

FUNDING & BUDGET HISTORY EDUCATION


Budget: $14,000
Q1 Q2 Q3 Q4

NEW TECHNOLOGY
Budget: $234,000
Q1 Q2 Q3 Q4

MARCOM
Budget: $104,000
Q1 Q2 Q3 Q4

COMMUNITY IMPACT
Budget: $50,000
Q1 Q2 Q3 Q4

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

46

Learning & Innovating


Paul
PERFORMANCE
INNOVATION PORTFOLIO
FISCAL CALENDAR
TOP 5 INTERNAL PROJECTS
See All

2013
BUDGET SPENT

Q1

Q2

Q3

Q4

EmpLoyEE EdUCation

Internal projects

PROJECT PROGRESS

HOURS SPENT

PROJECTED OUTCOME
Patient Throughput

Optimizing Patient Identication


Owner: Sally Smiles

35 124 2 24 1

30% 50% 2% 10% 2%

30% 40% 100% 10% 50%


All programs

This displays current nursing staff educational benchmarks. This defaults to view all employees, but Nurses is currently selected from the drop-down menu.
HOW TO COLLECT

SCORE CARD

External projects

Trauma Cart Location


Owner: Mildred Gusky

Another Metric

Vocera Companion Device


Owner: Mildred Gusky

Another Metric

Successful outcomes

80%

Family Member Placement


Owner: Jennifer Goldburg

Another Metric

Violence Control Protocol


Owner: Mildred Gusky

Another Metric

LEARNING

EMPLOYEE EDUCATION

View

Nurses

STUDENT PROGRAMS

View

This information could easily be pulled from a collective excel document (on a weekly/monthly basis).

124
Nurses

LPN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

RN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Total Students

75

Radiology
Q1 Q2 Q3 Q4

Paramedic
Q1 Q2 Q3 Q4

73%
Made their benchmarks

BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Interviewed for positions

75%

Nursing
Q1 Q2 Q3 Q4

Physician
Q1 Q2 Q3 Q4

FUNDING & BUDGET HISTORY EDUCATION


Budget: $14,000
Q1 Q2 Q3 Q4

NEW TECHNOLOGY
Budget: $234,000
Q1 Q2 Q3 Q4

MARCOM
Budget: $104,000
Q1 Q2 Q3 Q4

COMMUNITY IMPACT
Budget: $50,000
Q1 Q2 Q3 Q4

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

47

Learning & Innovating


Paul
PERFORMANCE
INNOVATION PORTFOLIO
FISCAL CALENDAR
TOP 5 INTERNAL PROJECTS
See All

2013
BUDGET SPENT

Q1

Q2

Q3

Q4

stUdEnt proGrams

This allows tracking of student performance within local healthcare programs that are related to Halifax Health. It also tracks interview statistics to push Halifax in hiring star students.
HOW TO COLLECT

Internal projects

PROJECT PROGRESS

HOURS SPENT

PROJECTED OUTCOME
Patient Throughput

Optimizing Patient Identication


Owner: Sally Smiles

35 124 2 24 1

30% 50% 2% 10% 2%

30% 40% 100% 10% 50%


All programs

SCORE CARD

External projects

Trauma Cart Location


Owner: Mildred Gusky

Another Metric

Vocera Companion Device


Owner: Mildred Gusky

Another Metric

Successful outcomes

80%

Family Member Placement


Owner: Jennifer Goldburg

Another Metric

Violence Control Protocol


Owner: Mildred Gusky

Another Metric

LEARNING

EMPLOYEE EDUCATION

View

Nurses

STUDENT PROGRAMS

View

May have to consult with HR on current collection and documentation methods.

124
Nurses

LPN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

RN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Total Students

75

Radiology
Q1 Q2 Q3 Q4

Paramedic
Q1 Q2 Q3 Q4

73%
Made their benchmarks

BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Interviewed for positions

75%

Nursing
Q1 Q2 Q3 Q4

Physician
Q1 Q2 Q3 Q4

FUNDING & BUDGET HISTORY EDUCATION


Budget: $14,000
Q1 Q2 Q3 Q4

NEW TECHNOLOGY
Budget: $234,000
Q1 Q2 Q3 Q4

MARCOM
Budget: $104,000
Q1 Q2 Q3 Q4

COMMUNITY IMPACT
Budget: $50,000
Q1 Q2 Q3 Q4

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

48

Learning & Innovating


Paul
PERFORMANCE
INNOVATION PORTFOLIO
FISCAL CALENDAR
TOP 5 INTERNAL PROJECTS
See All

2013
BUDGET SPENT

Q1

Q2

Q3

Q4

Internal projects

PROJECT PROGRESS

HOURS SPENT

PROJECTED OUTCOME
Patient Throughput

Optimizing Patient Identication


Owner: Sally Smiles

35 124 2 24 1

30% 50% 2% 10% 2%

30% 40% 100% 10% 50%


All programs

SCORE CARD

External projects

Trauma Cart Location


Owner: Mildred Gusky

Another Metric

Vocera Companion Device


Owner: Mildred Gusky

Another Metric

Successful outcomes

80%

Family Member Placement


Owner: Jennifer Goldburg

Another Metric

Violence Control Protocol


Owner: Mildred Gusky

Another Metric

LEARNING

EMPLOYEE EDUCATION

View

Nurses

STUDENT PROGRAMS

View

FUndinG & bUdGEt history

The entire bar displays the budget allocated to each innovation segment. The amount is further broken down into amount spent per quarter.
HOW TO COLLECT

124
Nurses

LPN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

RN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Total Students

75

Radiology
Q1 Q2 Q3 Q4

Paramedic
Q1 Q2 Q3 Q4

73%
Made their benchmarks

BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

Interviewed for positions

75%

Nursing
Q1 Q2 Q3 Q4

Physician
Q1 Q2 Q3 Q4

Will have to consult with the nancial department on current collection and documentation methods.

FUNDING & BUDGET HISTORY EDUCATION


Budget: $14,000
Q1 Q2 Q3 Q4

NEW TECHNOLOGY
Budget: $234,000
Q1 Q2 Q3 Q4

MARCOM
Budget: $104,000
Q1 Q2 Q3 Q4

COMMUNITY IMPACT
Budget: $50,000
Q1 Q2 Q3 Q4

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

49

dictum blandit lacus, non laoreet eros suscipit sit amet. Lapis na Pellentesque ultrices, ADULT POD X-ray #1102948 lectus id consequat us justo sit amet elit dapibus. ADD A COMMENT

unfairly when I came to tre my arm!


MEETING TIME When

Learning & Innovating

Post Su ALL OTHER PEDIATRIC REPORTS #219383 #214784 #212343 #225433 Patient misidentification Failure to comply with ER protocol Employee call out sick Compliment for patient care Patient misidentification Mary Connor Brian Stafford Josh Mulland Richard Peters 2:13pm 1:13pm 2:03pm 4:30pm 6 13 20 27 7 14 21 28 M

February Invite People T 1 8 15 22 29 W 2 9 16 23 30 Th 3 10 17 24 31 Add F 4 11 18 25 Sa 5 12 19 26 Calendar Emergency Department Comments

COMMENTS Lorem ipsum dolor sit amet, consectetur adipiscing elit. Phasellus non mollis mauris. Ut dictum blandit lacus, non laoreet eros suscipit sit amet. Lapis na Pellentesque ultrices, lectus id consequat us justo sit amet elit dapibus. ADD A COMMENT

Paul
Q3

PERFORMANCE

INNOVATION PORTFOLIOPost

#223453
See All

FISCAL CALENDAR Sally Johnson 9:30pm


HOURS SPENT

2013
BUDGET SPENT

Q1

Q2

Q4

Internal projects

TOP 5 INTERNAL PROJECTS

PROJECT PROGRESS

PROJECTED OUTCOME
Patient Throughput

Optimizing Patient Identication


Owner: Sally Smiles

35 124 2
Q4

30% 50% 2% 10% 2%

30% 40% 100% 10% 50%


All programs

SCORE CARD

Equipment malfunction
bUdGEt history dEtaiL
Creator: Malorie Farm

External projects

Trauma Cart Location


Owner: Mildred Gusky

Another Metric

Vocera Companion DeviceFUNDING & BUDGET HISTORY


Owner: Mildred Gusky

Another Metric

LEARNING

This overlay displays a detailed view of an innovation segment. It showcases the most recent expenditures and allows the director to approve or deny each one.

Successful outcomes

80%

Education Budget: $14,000


Q1 Q2 Q3

Family Member Placement


Owner: Jennifer Goldburg

24 1
APPROVED DENIED

Another Metric

Violence Control Protocol MOST RECENT EXPENDITURES


Owner: Mildred Gusky
$400.00 $1100.00 Florida State University Emergency Services Expo... Mary Connor Brian Stafford

Another Metric

EMPLOYEE EDUCATION

View Florida Nurses $200.00 State University


$50.00 Medical Career Fair Halifax Health Careers

DENIED Josh Mulland PROGRAMS STUDENT Richard Peters Sally Johnson Email Report APPROVED APPROVED Print Report

View

124
Nurses

LPN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

$500.00 RN

> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

BUDGET HISTORY $400.00

2013

Total Students
Q1 Q2 Q3
03/13/13 Post 04/02/13 05/24/13 06/30/13 Mary Connor Brian Stafford Josh Mulland

75

Radiology
Q1 Q2 Q3

Paramedic
Q1 Q2 Q3 Q4

Q4 Q4

Florida State University Emergency Services Expo... Florida State University

73%
Made their benchmarks

BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +

$1100.00

NP

$200.00

> 6 mo

6 mo - 2 yr $50.00 Medical Career Fair

Richard Peters

$500.00 5 yr + Halifax Health Careers

2 - 5 yr

Interviewed for Sally Johnson 07/10/13 positions


Email Report Print Report

75%

Nursing
Q1 Q2 Q3 Q4

Physician
Q1 Q2 Q3 Q4

FUNDING & BUDGET HISTORY EDUCATION


Budget: $14,000
Q1 Q2 Q3 Q4

NEW TECHNOLOGY
Budget: $234,000
Q1 Q2 Q3 Q4

MARCOM
Budget: $104,000
Q1 Q2 Q3 Q4

COMMUNITY IMPACT
Budget: $50,000
Q1 Q2 Q3 Q4

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

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Next Steps for Halifax


workinG with thE FamiLiar prototypinG & tEstinG sUpport thE systEm

Many of the mentioned metrics are already being utilized, but using them in tandem with other metrics can garner new insights.

Early and consistent user testing of the dashboards will provide an efficient and streamlined development of the system.

The user experience and service design components have been developed in this project, an IT and product support system would easily turn this prototype into an actionable project.

inFormation arChitECtUrE

additionaL ConsULtinG

FUtUrE ConCEpts

It is recommended to invest in an information architect/interaction designer who is capable of detailing the complexity of the front and back end of the dashboard platform.

Business and processes are everevolving, routine reflection of the dashboard and metrics will be required to adapt to changing environmental and user needs.

Looking beyond a minimum viable product for this dashboard concept, future projects may provide even more help to the staff in the ED, for example: a large dashboard seen by all staff to improve the timeliness of all protocols and services.

Halifax Health - KPI & Management Dashboard | SERV753 - Service, Innovation & Enterprises | March 13, 2013

51

Thank You
SCAD SERV753 - Service, Innovation, and Enterprises | March 13, 2013
Prepared by Richard Ekelman, Lou Fink, Lauren Halifax Peters, Health Lindsay - KPI Vetell & Management for professor Dashboard Robert Bau | SERV753 - Service, Innovation & Enterprises | March 13, 2013
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Additional Reading
works CitEd

Brown, Daniel M. Communicating design: developing web site documentation for design and planning. Berkeley, CA: Peachpit Press/New Riders, 2007. Few, Stephen. Information dashboard design: the effective visual communication of data. Beijing: O'Reilly, 2006. Gronroos, Christian. Service management and marketing: managing the moments of truth in service competition. Lexington, Mass.: Lexington Books, 1990. Access Hospital Setting." HFMA 1 (2012): 1-63. River, NJ: Prentice Hall, 2001. Llewellyn, CPA, CHFP, Ralph J., and Eide Bailly, LLP. "Improving Financial Performance in a Critical Lovelock, Christopher H.. Services marketing: people, technology, strategy. 10th ed. Upper Saddle Meyer, Jack A., Sharon Silow-Carroll, Todd Kutyla, Larry S. Stepnick, and Lise S. Rybowski. "Hospital Quality: Ingredients for Success." The Commonwealth Fund 1 (2004): 1-40. Parmenter, David. Key performance indicators: developing, implementing, and using winning KPIs. Hoboken, N.J.: John Wiley & Sons, 2007.

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