Halifax Health - Management Dashboard

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.
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
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
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.
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.
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
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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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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Recruiting & Retaining Key Staff

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10
tha t wo oge rk t

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
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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
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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
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
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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

Doctor Manager
Paul Mucciolo
INTERNAL STAKEHOLDERS

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
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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
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
Talks to doctor about patient prescription
delivers doctors orders
some sort of closing paper work?
DOCTOR
receives information
examines patient, orders xray
Receives X-ray
Goes into patient's bay
Consults with patient
Leaves room to make prescription
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
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?
15
ency Depmartment
n Peters, Lindsay Vetell, Professor Bau

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

16
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.
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."
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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.*
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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
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
receives message
goes to patient room
writes down patient's history
Talks to doctor about patient prescription
delivers doctors orders
DOCTOR
Receives X-ray Diagnosis
Goes into patient's bay
Consults with patient
Leaves room to make prescription
ED TECHNICIAN
accomodates other patients in pod
performs X-ray right in PT Pod
sends digital le to Radiology
RADIOLOGY
examines X-ray
digitally submits diagnosis
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
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
receives message
goes to patient room
writes down patient's history
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
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.
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.
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
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.
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

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.
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.
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
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

Monday, February 28
User Name
Halifax Health treated me greatwhen I broke my leg!
Monday, February 28
345 retweets
30
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
8:1
POD PERFORMANCE
time in hours
2.5
LAST MONDAY
TIME TO TREAT
CHARTS TO AUDIT

LEARNING

MEDIA MONITORING
NEEDS ACTION
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


Pulled from existing MediTech systems

3h
VIEW ALL
MEDICAL JOURNAL

TWITTER
NEWS JOURNAL
FACEBOOK
Name of Article
Monday, February 28
User Name
Monday, February 28
@UserName
Monday, February 28

Monday, February 28
User Name
Monday, February 28
345 retweets
31
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.
8:1
POD PERFORMANCE
time in hours
2.5
LAST MONDAY
TIME TO TREAT
CHARTS TO AUDIT


MEDIA MONITORING
NEEDS ACTION
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



3h
VIEW ALL
MEDICAL JOURNAL

TWITTER
NEWS JOURNAL
FACEBOOK
Name of Article
Monday, February 28
User Name
Monday, February 28
@UserName
Monday, February 28

Monday, February 28
User Name
Monday, February 28
345 retweets
32
Paul
PERFORMANCE
PATIENT THROUGHPUT
time in hours
2.5 8:1
LAST MONDAY
OCCURENCE REPORT
OCCURENCE REPORT
SCORE CARD
Equipment Malfunction | 1:30pm

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

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.

MEDIA MONITORING
NEEDS ACTION
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

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
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
Monday, February 28

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
Paul
PERFORMANCE
PATIENT THROUGHPUT
SCORE CARD
8:1
POD PERFORMANCE
time in hours
2.5
LAST MONDAY
TIME TO TREAT
CHARTS TO AUDIT

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

FACEBOOK



3h
VIEW ALL
MEDICAL JOURNAL

TWITTER
NEWS JOURNAL
FACEBOOK
Name of Article
Monday, February 28
User Name
Monday, February 28
@UserName
Monday, February 28

Monday, February 28
User Name
Monday, February 28
345 retweets
34
Paul
PERFORMANCE
PATIENT THROUGHPUT
SCORE CARD
8:1
POD PERFORMANCE
time in hours
2.5
LAST MONDAY
TIME TO TREAT
CHARTS TO AUDIT

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

FACEBOOK



3h
VIEW ALL
MEDICAL JOURNAL

Pulled from current Occurrence Report system
TWITTER
NEWS JOURNAL
FACEBOOK
Name of Article
Monday, February 28
User Name
Monday, February 28
@UserName
Monday, February 28

Monday, February 28
User Name
Monday, February 28
345 retweets
35
Paul
PERFORMANCE
PATIENT THROUGHPUT
time in hours
2.5 8:1
LAST MONDAY
SCORE CARD
OCCURENCE REPORT
OCCURENCE REPORT

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

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

When

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

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

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
Name of Article
Monday, February 28
User Name
Monday, February 28
@UserName
Monday, February 28

Monday, February 28
User Name
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
Paul
PERFORMANCE
PATIENT THROUGHPUT
SCORE CARD
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
2.5
LAST MONDAY
TIME TO TREAT
CHARTS TO AUDIT

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



Data is already monitored by the public relations department through social listening.
Psychiatric
MEDIA MONITORING
NEEDS ACTION
3h
VIEW ALL
MEDICAL JOURNAL

TWITTER
NEWS JOURNAL
FACEBOOK
Name of Article
Monday, February 28
User Name
Monday, February 28
@UserName
Monday, February 28

Monday, February 28
User Name
Monday, February 28
345 retweets
37
Paul
PERFORMANCE
PATIENT THROUGHPUT
SCORE CARD
OCCURENCE REPORT
OCCURENCE REPORT
time in hours
2.5 8:1
LAST MONDAY


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.

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

Invite People F 4 Sa 5 12 19 26

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

New information became available from research Add to Calendar

MEDIA MONITORING
NEEDS ACTION
VIEW ALL
FACEBOOK
TWITTER
NEWS JOURNAL
FACEBOOK
Name of Article
Monday, February 28
User Name
Monday, February 28
@UserName
Monday, February 28

Monday, February 28
User Name
Monday, February 28
FUNDING & BUDGET HISTORY

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
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
Past Attendence Employee Feedback
Good Team Dynamic

Too much overtime

63 43
% RNs % Students
20 51
% Techs
% Clerks
17 13
% MDs % Reg.
Media Coverage
Clean Environment
37
Uncontrolled infections
Future Events
Protocol Seminar 10/19/2013 Learning Extravaganza 10/19/2013
39

Paul
PERFORMANCE
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
time in hours
2.5
Too many staff!
Q1
Q2
Q3
Q4
1.5 h
CUSTOMER FEEDBACK
Patient Feedback
MOST COMMON
Q1
Q2
Q3
Q4

MOST COMMON
70 82 63
Fast service
30 18
Good Team Dynamic

Too much overtime

63 43
% RNs % Students
20 51
% Techs
% Clerks
17 13
% MDs % Reg.
Media Coverage
Clean Environment
37
Future Events
40

Paul
PERFORMANCE
SCORE CARD
10:1
time in hours
2.5
Too many staff!
Q1
Q2
Q3
Q4
LEARNING
1.5 h
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

MOST COMMON
70 82 63
Fast service
30 18
Good Team Dynamic

Too much overtime

63 43
% RNs % Students
20 51
% Techs
% Clerks
17 13
% MDs % Reg.
Media Coverage
Clean Environment
37
Future Events
41

Paul
PERFORMANCE
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
time in hours
2.5
Too many staff!
Q1
Q2
Q3
Q4
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
CUSTOMER FEEDBACK
Patient Feedback
MOST COMMON
Q1
Q2
Q3
Q4

MOST COMMON
70 82 63
Fast service
30 18
Good Team Dynamic

Too much overtime

63 43
% RNs % Students
20 51
% Techs
% Clerks
17 13
% MDs % Reg.
Media Coverage
Clean Environment
37
Future Events
42

Paul
PERFORMANCE
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
time in hours
2.5
Too many staff!
Q1
Q2
Q3
Q4
LEARNING
1.5 h
CUSTOMER FEEDBACK
Q1
Q2
Q3
Q4

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
30 18
Good Team Dynamic

Too much overtime

63 43
% RNs % Students
20 51
% Techs
% Clerks
17 13
% MDs % Reg.
Media Coverage
Clean Environment
37
Future Events
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

Another Metric
Successful outcomes
80%
Family Member Placement

Owner: Jennifer Goldburg
Another Metric
Violence Control Protocol

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
44
Learning & Innovating

Paul
PERFORMANCE
FISCAL CALENDAR
See All
2013
BUDGET SPENT
Q1
Q2
Q3
Q4
Internal projects
PROJECT PROGRESS
HOURS SPENT
PROJECTED OUTCOME
Patient Throughput

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

Another Metric

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%

Another Metric

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%
BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
75%
Nursing
Q1 Q2 Q3 Q4
Physician
Q1 Q2 Q3 Q4

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
45

Paul
PERFORMANCE
FISCAL CALENDAR
See All
2013
BUDGET SPENT
Q1
Q2
Q3
Q4
Internal projects
PROJECT PROGRESS
HOURS SPENT
PROJECTED OUTCOME
Patient Throughput

Owner: Sally Smiles
35 124 2 24 1
30% 50% 2% 10% 2%
30% 40% 100% 10% 50%

All programs
SCORE CARD
External projects

Another Metric

Another Metric
aLtErnatE tabs
Successful outcomes
80%

Another Metric

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%
BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
75%
Nursing
Q1 Q2 Q3 Q4
Physician
Q1 Q2 Q3 Q4

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
46

Paul
PERFORMANCE
FISCAL CALENDAR
See All
2013
BUDGET SPENT
Q1
Q2
Q3
Q4
EmpLoyEE EdUCation
Internal projects
PROJECT PROGRESS
HOURS SPENT
PROJECTED OUTCOME
Patient Throughput

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

Another Metric

Another Metric
Successful outcomes
80%

Another Metric

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%
BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
75%
Nursing
Q1 Q2 Q3 Q4
Physician
Q1 Q2 Q3 Q4

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
47

Paul
PERFORMANCE
FISCAL CALENDAR
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

Owner: Sally Smiles
35 124 2 24 1
30% 50% 2% 10% 2%
30% 40% 100% 10% 50%

All programs
SCORE CARD
External projects

Another Metric

Another Metric
Successful outcomes
80%

Another Metric

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%
BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
75%
Nursing
Q1 Q2 Q3 Q4
Physician
Q1 Q2 Q3 Q4

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
48

Paul
PERFORMANCE
FISCAL CALENDAR
See All
2013
BUDGET SPENT
Q1
Q2
Q3
Q4
Internal projects
PROJECT PROGRESS
HOURS SPENT
PROJECTED OUTCOME
Patient Throughput

Owner: Sally Smiles
35 124 2 24 1
30% 50% 2% 10% 2%
30% 40% 100% 10% 50%

All programs
SCORE CARD
External projects

Another Metric

Another Metric
Successful outcomes
80%

Another Metric

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%
BSN
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
NP
> 6 mo 6 mo - 2 yr 2 - 5 yr 5 yr +
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.

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
49
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unfairly when I came to tre my arm!

MEETING TIME When
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
PROJECT PROGRESS
PROJECTED OUTCOME
Patient Throughput

Owner: Sally Smiles
35 124 2
Q4
30% 50% 2% 10% 2%
30% 40% 100% 10% 50%

All programs
SCORE CARD
bUdGEt history dEtaiL
External projects

Another Metric
Vocera Companion DeviceFUNDING & BUDGET HISTORY

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%

Q1 Q2 Q3

24 1
APPROVED DENIED
Another Metric
Violence Control Protocol MOST RECENT EXPENDITURES

$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%
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

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
50
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.
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
52
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.
53

Halifax Health - Management Dashboard

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Halifax Health KPI & Management Dashboard

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

whErE do wE Find this inFormation?

The Balanced Score Card

Strategies for Growth & Productivity

Critical success factors (CSF) Success factors (SF)

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

Welcome to Halifax Health

HaLiFaXs CritiCaL sUCCEss FaCtors (CsF)

Mapping Our Findings

Efci ent an e pro o-dat d up-t

Recruiting & Retaining Key Staff

with the people in

Openness & Adaptability to Change

han er t rath -up ttom o b ( ed nvolv oyees i Keeping empl

Positive Impact on the Community

Great results spread by word

-of-mouth into the commu

Patient Throughput & Flow

l lica Cyc rela tion ship re owe mp of e s yee plo d em

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

tha rk to t wo her get for ef t cien f low

Mapping Our Findings

Streamlining ED Processes mapped out the

Recruiting & Retaining Key Staff

with the people in the community

Openness & Adaptability to Change

rath -up m o ott ed (b nvolv i s e e y o Keeping empl

lica Cyc l rel n atio

ies ng ha oc et hav oa et cco mo

Mapping Our Findings

Average length of stay for patients Average Waiting Time

# 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

# of positive customer stories lmed for website.

Positive PR Involvement in Community (giving back..)

# of steps to close out a patient

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

# of patients seen by employee per hour

time off taken each quarter

Outcome of Conflict Mediation Work Environment Facility audits

Recruiting & Retaining Key Staff Performance Feedback

Time between occupancies

Having a Positive Impact with Community

Number of public complaints about service

Average number of Sick Days

Time between test and results delivered

Communication between staff

Birthdays, daily recognition

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

Staff driven innovations to shift turnover.

Number of award presented each month

Accessibility of public reporting