Halifax Health | Management Dashboard

8/22/2019 Halifax Health | Management Dashboard

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Halifax HealthKPI & Management DashboardSCAD SERV753 - Service, Innovation, and Enterprises | March 13, 2013


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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.


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Management Dashboards

WHAT IS A DASHBOARD?

A management dashboard is an easy-to-read, real time UI thatdisplays 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.


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WHERE DO WE FIND THIS INFORMATION?

The balanced score card: "Most companies operational and

management control systems are built around financial measures

and targets, which bear little relation to the companys progress in

achieving long-term strategic objectives. Thus the emphasis mostcompanies place on short-term financial measures leaves a gap

between the development of a strategy and its implementation."


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The Balanced Score Card

Company Vision

Long-term Objectives

Strategies for Growth & Productivity

Success Factors

Performance Measures

Critical success factors (CSF)

Success factors (SF)

Key result indicators (KRI)

Key performance indicators (KPI)

DASHBOARD VARIABLES TO DETERMINE


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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.


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Initial Discovery

With such a large organization, our efforts were best utilized in a specic branch

of the hospital, the Emergency Department (ED). With innumerous problems

within the ED, administrators have their work cut out for them.


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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 toeffectively hit all six perspectives.

SIX-PERSPECTIVE BSC

Financial

Customer

Environment/Community

Internal Process

Employee Satisfaction

Innovation & Learning

HALIFAXS CRITICAL SUCCESS FACTORS (CSF)

Timely reimbursement for services

Customer satisfaction

Positive impact on community

Streamlined ED processes, patient flow

Empowering & retaining key staff

Openness & adaptability to change


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Empowering

Employees

Streamlining

ED Processes(Before, during, and

aftertreatment)

Patient

Throughput

& Flow

Customer

Satisfaction

Timely

ReimbursementRecruiting

& Retaining

Key Staff

Openness

& Adaptability

to Change

Positive Impact on

the Community

Keeping employeesinvolved

(botto

m -up

rathe

rthan

top -down

)

Conti

nu

eto

find

neww

aysto

em

pow

erem

plo

yees

Keysta

ffbring

avarie

tyofex

perien

ces

Findingtherightm

anagersthatpromoteautonomy

Organizations

that

aren 't

open

tocha

ngeremainin

effic

ient

andwasteful

A l l

o w e m p

l o y e e s

t o i m

p r o v e

t h e

i r o w n

p r o c e s s e s e m p o w e r s t h

e m

Elminatedepartmentalbilling

T r a n s p

a r e n c y

i n c r e a

s e s c u s t o

m e r u n d e r s t a

n d i n g

Efficientandu

p-to

-datep

roc essin

c rasethe

poten

tialfo

rmax im

umth

roug

hp

ut

Empoweredemployeesjumphurdlestocreateauthenticexperiencestosatisfycustomers

Cyclicalre

lationsh

ipofemp

owere

demp

loye

esthatwork

togeth

erforeffi

cient

flow

Key

relation

shipth

atspeaks

toHalifax

Health

smission

state

ment

Great resultsspreadbyword-of-mouthinto theco

mmunity

Policieshave

tochang

etoa

ccomodate

community

perception

Empl

oyeesb

ecom

eth

eamba

ssad

orsofHalifa

x/Joinin

geventsin

the

community

A m b a

ssa

d o rs

th a t

re ta

in r e

l a ti o

n sh

ip s

w ith

th e p

e o

p le i n

t h e

co

m m

u n

ity

Greatr

esults

spread

bywo

rd-of-m

outhin

tothe

commu

nity

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


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Empowering

Employees

CustomerSatisfaction

Time y

ReimbursementRecruiting

& Retaining

Key Staff

Openness

& Adaptability

to Change Keepingemployeesinvolved(bo

ttom-

upra

ther

than

top-down

)

Conti

nueto

find

newwaysto

empowerem

plo

yees

o

c

Findingtherightmanagersthatpromoteautonomy

Organizatio

nsth

ataren'to

pento

cha

ngeremainin

ef

All

ow

emp

loy

eesto

improve

th

eir

own

processes

em

er

e

Transparency

increasescu

stomerundersta

nding

-

-datep

rocessin

crase

thep

otentia

lform

aximumth

roug

hp

ut

Empoweredemployeesjumphurdlestocreateauthenticexperiencestosatisfycustomers

Cyclica

lrelatio

nship

ofemp

owe

o

o

o

Po

inin

gev

ents

inthe

com

munity

Am bassado

r st hat r et ai n

r el at i onshi pswi t h

t hepeopl ei nt hecom m uni t

y

co


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


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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.

President& CEOJeffFeasel

DirectorofSystem

Researchand PlanningBill Griffin

ChiefNursing OfficerWanda Gerson

General CounselDavid Davidson

ChiefMedical OfficerDon Stoner, MD

ChiefMarketing Director

Ann Martorano

ChiefRevenueOfficerArvin Lewis

ExecutiveDirector(Hospice)

Fran Davis

OperationsManagerKaren Aalbregtse

ExecutiveDirector(HealthyCommunities)

Deanna Schaeffer

ExecutiveDirector(HealthFoundation)

Joe Petrock

ChiefFinancial OfficerEric Peburn

AssistantSecretaryArt Giles

SecretaryKaren Jans

ChairmanJohn P.Johnson, PhD

TreasurerSusan Schandel

ViceChairmanGlenn Ritchey

MemberJoe Petrock

MemberEric Peburn

EXECUTIVETEAM

HEALTH

PRACTITIONERS

MANAGEMENT

BOARD

STAFF

P

ROFESSIONALS

CUSTOMERS

EXTERNALSTAKE

HOLDERS

AffiliateExecutives

Internal Departments

V7 i ch n , u in , ur n r , i n y V , r r u

DoctorManager

Doctors

NurseManager

Nurses

TechniciansCNAs

VolunteersRegistrars(#23)

Contact:Matt Forester

FSU Medical Students

DirectorofEmergencyServices

PeterSpringer, MD

SupervisorofRegistrationEmily Goldenburg

DirectorofPatientAccess

Sara Smiley

QualityImprovementCoordinator

Margie FieldusINTERNALSTAKEHOLDER

S

Paul Mucciolo Julie Gabriel

ResidentsEnvironmental

TechniciansUnit Clerks Security

EVAC/Paramedics

Insurance

ProviderGrants

Patients Hospital EmployeesFamilyMembers

Billing DepartmentPublic Relations

Department


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HEALTH

PRACTI

STAFF

PROFESSIONALS

CUSTO

MERS

EXT

ERNALSTAKEHOLDERS

TechniciansCNAs

VolunteersRegistrars (#23)

Contact: Matt Forester

FSU Medical Students

ResidentsEnvironmental

TechniciansUnit Clerks Security

EVAC/

Paramedics

Insurance

ProviderGrants

Patients Hospital EmployeesFamily Members

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.


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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 eld to conduct contextual researchto develop empathy and an acute understanding.


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Field Research

CONTEXTUAL INTERVIEWS

Using our performance indicators as the backbone for our interviews, we set out to develop job-specic

questions based on the interviewee's position. Interviewing a wide range of employees enabled us to no

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 NATUREDMost protocols were well-thoughtout and thorough because ofmanagement's openness tocollaboration and change.

A GLIMPSE OF DESIGN THINKINGThere are glimpses of design thinkingin their current process. Evidence ofthis is in their collaborative businessmapping exercises, but not everyoneis excited to participate.

THE MISSION IS UNDERSTOODThe mission is clearly understoodby most;the organization's patient-centric vision resonated fromthe bottom-up, creating a greatorganizational culture.

LACK OF TRANSPARENCY

Transparency is still one of thebiggets obstacles in the exchangeof information between staff andpatients.

FRAGMENTED COMMUNICATION

Although communcation channelshave been optimized with updatedtechnology, key staff members arestill not properly communicating theirideas and plans across roles.

Because of the multiple importantperspectives of each role in the ED,the design team set out to designfor one persona, combining themost important needs of thesedifferent players.

*We will learn more about the

relationships of these needs later on.*

WHAT NOW?


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Creating a Persona

Based on our eld 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.

Key Distinguishing Feature Personal Background

David Galbrith, MDDirector of Emergency ServicesHalifax Health

Objectives

Motivations

Concerns

Technology Comfort

Business

administration

Practice in

the eld


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

THE STAGNANT STATUS

After a meeting, David returns tohis desk and gets an email from hissupervisor requesting a meeting todiscuss throughput averages andoccurrence reports. David starts toscramble. He then tries to nd people

who can tell him an accurate ideaof the current throughput time andoccurrences before his afternoonmeeting.

LOST IN THE SHUFFLE

David starts working on the quarterlyreports due in ve days. He has some

time before the innovation meetingat 3pm so he gathers as much of thedata as he can, but he knows he willlose hours looking at uncorrelatedrecords of the past quarter. Herealizes he really needs to have thislong-term data at his ngertips.

ITS LIKE HEARDING CATS

After his paperwork, David is efor an innovation meeting withdepartment leaders. Unfortunit ends up being wasted time. Tmeeting is only for an hour andof the attendants forgot aboutmeeting. The people that did sup did not have a clear vision owas in the hospitals innovatioportfolio.

BACK TO WORK

David walks into the Halifax hospitalED wondering what he might facethat day.


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Final Metric RecommendationsKPI, KRI, and Learning & Innovation Metrics

DASHBOARD I

KEY PERFORMANCE INDICATORS (6)

Patient throughput in real-time (withinteractive occurrences on it)

Number of occurrence reports(complaints, adjustments to outpatients,compliments, etc)

Number of chart audits that need to beperformed (categorized by pod)

Average time to treat (categorized bypod)

Ratio of patient and number ofemployees

Media analysis (media mentions)

DASHBOARD II

KEY RESULT INDICATORS (7)

Quarterly average of patient throughputtime

Quarterly number of occurrence reports(by positive, negative, and neutralsorting)

Average time to treat patients

Employee feedback over-time,Customer feedback over-time

Internal process involvement ofemployees

Publicity and social media mentions(analysis over-time)

DASHBOARD III

LEARNING & INNOVATION (5)

External news innovation feed

Student academic programs (medstudents, residents, workshops, trackpromising students throughout theireducation, etc)

Employee training (benchmarks, clascertications)

Innovation portfolio (old vs newprocesses, meeting times and whois involved, outcomes of optimizingprocesses, $ invested in each processhours invested in each process, internvs external projects)

Funding & budget history

Financial/budget/reimbursement

Customer satisfaction

Positive impact on community

Streamlined ED processes, patient flow

Empowering & retaining key staff

Openness & adaptability to change

HALIFAXS CRITICAL SUCCESS FACTORS (CSF)


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Workshop

After afnitizing 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.


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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


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Dashboard User Experience

TELLING A STORY

We were able to

combine and layer

the KPI to tell a more

robust story within

each of the three

dashboards, as well asan overarching story.

METRIC RELATIONSHIPS

We were surprised by

how easily each metric

fell into place because

of the foundation and

groundwork we laid

the week prior.

VISUAL LANGUAGE

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.

ADDRESSING REAL NEEDS

We also realized we

didn't need to reinve

the wheel, we were

addressing real need

and augmenting rea

life scenarios they hashared with us.


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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.


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A CONNECTED LEADER

David is able to take his Dashboardwith him as he leaves his ofce to

engage the ED nursing leadership oneducation and training goals. Whiletalking to the charge nurse, he gets acall on his phone from his supervisorthat she needs the most up to datethroughput averages. He quicklyaccesses the information from his

dashboard and gives his supervisorthe gures she needs.

EMPOWERED STRATEGIST

David is invited to have lunch withsome of his ED doctors. He has anhour before lunch and no meetingsplanned so David decides to engagehis doctors on strategic policiesover lunch. The information on hisScorecard dashboard gives David aclear visual to use for engaging thedoctors on projected trends.

COLLABORATIVE WORKSHOP

David spends two hours in anInnovation workshop that makhim feel energized and connecwith other departments. The evisualization of innovation proon his dashboard makes it eashim to understand the hospitainnovation efforts. His dashboalways reminds him of how his

experience and ideas are helpiHalifax Hospital community.

DAVID ARRIVES READY

David walks into the ED condent

that will be able to quickly seepatient throughput times from hisperformance dashboard.

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


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Measuring ED Performance

PERFORMANCE

Paul

MEDIA MONITORING VIEW ALL

NEEDS ACTION MEDICAL JOURNAL

Monday, February 28

Name of Article

345 retweets

Halifax Health treatedme unfairly when I

came to treat my arm!Exerpt that relates to Halifaxwould be displayed here...

FACEBOOK

Monday, February 28

User Name

Halifax Health treated me unfairlywhen I came to treat my arm!...

TWITTER

Monday, February 28

@UserName

The staff at Halifax couldnthave been more accomodating.

NEWS JOURNAL

Monday, February 28

Name of Article Here

Exerpt that relates to Halifaxwould be displayed here...

FACEBOOK

Monday, February 28

User Name

Halifax Health treated megreatwhen I broke my leg!

PATIENT THROUGHPUT

TODAY, Monday, February 28, 2013LAST MONDAY

2.5

8:1

hour average PTthroughput time

12 am - 7 am 11 am - 3 pm 3 pm - 7 pm 7 pm - 12 am

timeinhours

average PT toemployee ratio

POD PERFORMANCE

Pediatric

Fast Track

Trauma

Adult

Psychiatric

CHARTS TO AUDIT

Failure of a device to perform its intended purpose

A poor, inadequate design, or manufacturing of the device

Labeling or Instructions are unclear and poorly written

A public health issue that becomes a public concern

New information became available from research

| Creator: Betsy Calhoun, RN2:13pm

| Creator: Jennifer Golden, Physician2:20pm

| Creator: Leslie Afgan, NP4:45am

| Creator: Mark Sonen, Technician5:56am

| Creator: Ashley Killian, Physician12:00pm

TIME TO TREAT

6/8

0/10

2/3

1/10

2/9

1.5h -10%

-5%

+

5%

+7%

+2%

2.25h

5h

3.5h

3h

CRITICAL OCCURENCE REPORTS

KEY PERFORMANCE INDICATORS

The "Performance"dashboard allowsDavid to get an at-a-glance view of theED's daily performance stats.

The metrics chosen for this dashboardare updated on a real-time,daily, and

weekly basis.


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PERFORMANCE

Paul



Monday, February 28

Name of Article

345 retweets



FACEBOOK

Monday, February 28

User Name


TWITTER

Monday, February 28

@UserName


NEWS JOURNAL

Monday, February 28



FACEBOOK

Monday, February 28

User Name


PATIENT THROUGHPUT


2.5

8:1



timeinhours


POD PERFORMANCE

Pediatric

Fast Track

Trauma

Adult

Psychiatric

CHARTS TO AUDIT











TIME TO TREAT

6/8

0/10

2/3

1/10

2/9

1.5h -10%

-5%

+

5%

+7%

+2%

2.25h

5h

3.5h

3h



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

fluctuations in the flow.

HOW TO COLLECT

Pulled from existing MediTech

systems


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PER

FORMANCE

Paul



Monday, February 28

Name of Article

345 retweets



FACEBOOK

Monday, February 28

User Name


TWITTER

Monday, February 28

@UserName


NEWS JOURNAL

Monday, February 28



FACEBOOK

Monday, February 28

User Name


PATIENT THROUGHPUT


2.5

8:1



timeinhours


POD PERFORMANCE

Pediatric

Fast Track

Trauma

Adult

Psychiatric

CHARTS TO AUDIT











TIME TO TREAT

6/8

0/10

2/3

1/10

2/9

1.5h -10%

-5%

+

5%

+7%

+2%

2.25h

5h

3.5h

3h



QUICK REFERENCE NUMBERS

These numbers are quick-reference

averages for that day based on the

data from the prior attribute.


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PER

FORMANCE

Paul



Monday, February 28

Name of Article

345 retweets



FACEBOOK

Monday, February 28

User Name


TWITTER

Monday, February 28

@UserName


NEWS JOURNAL

Monday, February 28



FACEBOOK

Monday, February 28

User Name


PATIENT THROUGHPUT


2.5

8:1



timeinhours


POD PERFORMANCE

Pediatric

Fast Track

Trauma

Adult

Psychiatric

CHARTS TO AUDIT











TIME TO TREAT

6/8

0/10

2/3

1/10

2/9

1.5h -10%

-5%

+5%

+7%

+2%

2.25h

5h

3.5h

3h



POD PERFORMANCE

Since each pods patients needs vary,

the throughput time may also differ.

This overview gives specific pod

performance as well as the percent

the time has increased or decreased.

HOW TO COLLECT


systems


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PER

FORMANCE

Paul



Monday, February 28

Name of Article

345 retweets



FACEBOOK

Monday, February 28

User Name


TWITTER

Monday, February 28

@UserName


NEWS JOURNAL

Monday, February 28



FACEBOOK

Monday, February 28

User Name


PATIENT THROUGHPUT


2.5

8:1



timeinhours


POD PERFORMANCE

Pediatric

Fast Track

Trauma

Adult

Psychiatric

CHARTS TO AUDIT











TIME TO TREAT

6/8

0/10

2/3

1/10

2/9

1.5h -10%

-5%

+5%

+7%

+2%

2.25h

5h

3.5h

3h



TOP OCCURENCE REPORTS

Top occurrence report for each pod

are displayed based on necessity to

address, in order to prioritize time-

sensitive issues.

HOW TO COLLECT

Pulled from current Occurrence

Report system


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PER

FORMANCE

Paul



Monday, February 28

Name of Article

345 retweets



FACEBOOK

Monday, February 28

User Name


TWITTER

Monday, February 28

@UserName


NEWS JOURNAL

Monday, February 28



FACEBOOK

Monday, February 28

User Name


PATIENT THROUGHPUT


2.5

8:1



timeinhours


POD PERFORMANCE

Pediatric

Fast Track

Trauma

Adult

Psychiatric

CHARTS TO AUDIT











TIME TO TREAT

6/8

0/10

2/3

1/10

2/9

1.5h -10%

-5%

+5%

+7%

+2%

2.25h

5h

3.5h

3h



MEDIA MONITORING

In order to track public image, a real

time feed allows David to address

any immediate media or public

relation concerns. Displaying positivementions can help him commend

mentioned staff in passing.

HOW TO COLLECT

Data is already monitored by the

public relations department through

social listening.


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B l i h S C d


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Balancing the Score Card

Paul

SCORE

CARD

LEARNING & INNOVATION

Protocol Seminar10/19/2013

Learning Extravaganza10/19/2013

Sally Johnson

RN Supervisor

Richard Peters

Physician

43%Students 51%Clerks 13%Re63% RNs 20%Techs 17%M

Most Active Employees

Past Attendence

Future Events

TREATMENT TIMES BY PODS

1.5 hfastest average:

pediatric pod

Q2 Q3Q1 Q4CUSTOMER FEEDBACK

MOST COMMON MOST COMMON

70% 30%

82% 18%

63% 37%

Fast service(40) other similar feedback cases

Good Team Dynamic(30) other similar feedback cases

Clean Environment(10) other similar feedback cases

Unprofessional staff(40) other similar feedback cases

Too much overtime(30) other similar feedback cases

(10) other similar feedback cases

Uncontrolled infections

Patient Feedback

Employee Feedback

Media Coverage

PATIENT THROUGHPUT AVERAGES OVER TIME

Q1

201

Q2 Q3 Q4

timeinhours

Too many

staff!

FISCAL CALENDAR

2.5

10:1



KEY RESULT INDICATORS

The second dashboard provides Davidwith an overview of quarterly metricsincluding patient throughput times,

customer feedback, and employee

involvement in departmentaloptimization.

B l i th S C d


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Paul

SCORE

CARD




Sally Johnson

RN Supervisor

Richard Peters

Physician



Past Attendence

Future Events



pediatric pod



70% 30%

82% 18%

63% 37%








Patient Feedback

Employee Feedback

Media Coverage


Q1

201

Q2 Q3 Q4

timeinhours

Too many

staff!

FISCAL CALENDAR

2.5

10:1




PT THROUGHPUT QUARTERLY OVERVIEW

Noting averages and the cause and

effects of fluctuations in flow will help

the staff to not only be more prepared

in the future, but assist them in

adapting processes and protocols.

HOW TO COLLECT


systems

B l i th S C d


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Paul

SCORE

CARD




Sally Johnson

RN Supervisor

Richard Peters

Physician



Past Attendence

Future Events



pediatric pod



70% 30%

82% 18%

63% 37%








Patient Feedback

Employee Feedback

Media Coverage


Q1

201

Q2 Q3 Q4

timeinhours

Too many

staff!

FISCAL CALENDAR

2.5

10:1




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


systems

B l i th S C d


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Paul

SCORE

CARD




Sally Johnson

RN Supervisor

Richard Peters

Physician



Past Attendence

Future Events



pediatric pod



70% 30%

82% 18%

63% 37%








Patient Feedback

Employee Feedback

Media Coverage


Q1

201

Q2 Q3 Q4

timeinhours

Too many

staff!

FISCAL CALENDAR

2.5

10:1




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

A future survey database was

mentioned in our interviews that couldbe 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.



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Paul

SCORE

CARD




Sally Johnson

RN Supervisor

Richard Peters

Physician



Past Attendence

Future Events



pediatric pod



70% 30%

82% 18%

63% 37%








Patient Feedback

Employee Feedback

Media Coverage


Q1

201

Q2 Q3 Q4

timeinhours

Too many

staff!

FISCAL CALENDAR

2.5

10:1




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

A metric was mentioned during our

interviews that tracks physician

participation. This could be carried over

to all staff.

Learning & Innovation


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Learning & Innovation

LEARNING

Paul

FUNDING & BUDGET HISTORY

Budget: $14,000 Budget: $234,000 Budget: $104,000 Budget: $50,000

EDUCATION NEW TECHNOLOGY MARCOM COMMUNITY IMPACT

Q1 Q2 Q 3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

STUDENT PROGRAMS

75Total Students

75%Interviewed for

positions

All programs

Radiology Paramedic

Nursing Physician

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

EMPLOYEE EDUCATION

124Nurses

73%Made their

benchmarks

Nurses

LPN

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

RN

BSN NP

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

External projects

Successfuloutcomes

Q22013FISCAL CALENDAR

PROJECT PROGRESS

INNOVATION PORTFOLIO

5Internalprojects

See AllTOP 5 INTERNAL PROJECTS HOURS SPENT BUDGET SPENT PROJECTED OUTCOME

Optimizing Patient Identification

Owner: Sally Smiles 35 30% 30%Patient

Throughput

Trauma Cart LocationOwner: Mildred Gusky

124 50% 40%AnotherMetric

Vocera Companion DeviceOwner: Mildred Gusky 2 2% 100%

AnotherMetric

Family Member PlacementOwner: Jennifer Goldburg 24 10% 10%

AnotherMetric

1 2%Violence Control ProtocolOwner: Mildred Gusky 50%

AnotherMetric

PREPARING FOR GROWTH

This dashboard allows David to trackthe ED in a perspective towardslearning growth. He is able to view

details of Halifax's ED innovation

portfolio as well as employee andstudent education, and how funding

affects these areas.

Learning & Innovating


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LEARNING

Paul





STUDENT PROGRAMS

75Total Students

75%Interviewed for

positions

All programs

Radiology Paramedic

Nursing Physician

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

EMPLOYEE EDUCATION

124Nurses

73%Made their

benchmarks

Nurses

LPN

> 6 mo

6 mo - 2 yr2 - 5 yr

5 yr +

RN

BSN NP

> 6 mo

6 mo - 2 yr2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

External projects

Successfuloutcomes


PROJECT PROGRESS


5Internalprojects




Throughput




AnotherMetric


AnotherMetric


AnotherMetric



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

A new database may need to becreated to catalogue and document

this attribute. This may need

additional planning to determine the

best method for collection.



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LEARNING

Paul





STUDENT PROGRAMS

75Total Students

75%Interviewed for

positions

All programs

Radiology Paramedic

Nursing Physician

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

EMPLOYEE EDUCATION

124Nurses

73%Made their

benchmarks

Nurses

LPN

> 6 mo

6 mo - 2 yr2 - 5 yr

5 yr +

RN

BSN NP

> 6 mo

6 mo - 2 yr2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

External projects

Successfuloutcomes


PROJECT PROGRESS


5Internalprojects




Throughput




AnotherMetric


AnotherMetric


AnotherMetric


ALTERNATE TABS

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

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.



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LEARNING

Paul





STUDENT PROGRAMS

75Total Students

75%Interviewed for

positions

All programs

Radiology Paramedic

Nursing Physician

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

EMPLOYEE EDUCATION

124Nurses

73%Made their

benchmarks

Nurses

LPN

> 6 mo

6 mo - 2 yr2 - 5 yr

5 yr +

RN

BSN NP

> 6 mo

6 mo - 2 yr2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

External projects

Successfuloutcomes


PROJECT PROGRESS


5Internalprojects




Throughput




AnotherMetric


AnotherMetric


AnotherMetric


EMPLOYEE EDUCATION

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

This information could easily be pulled

from a collective excel document (on a

weekly/monthly basis).



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LEARNING

Paul





STUDENT PROGRAMS

75Total Students

75%Interviewed for

positions

All programs

Radiology Paramedic

Nursing Physician

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

EMPLOYEE EDUCATION

124Nurses

73%Made their

benchmarks

Nurses

LPN

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

RN

BSN NP

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

External projects

Successfuloutcomes


PROJECT PROGRESS


5Internalprojects



Owner: Sally Smiles 35 30% 30%

PatientThroughput




AnotherMetric


AnotherMetric


AnotherMetric


STUDENT PROGRAMSThis 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

May have to consult with HR on

current collection and documentationmethods.



49/53

LEARNING

Paul





STUDENT PROGRAMS

75Total Students

75%Interviewed for

positions

All programs

Radiology Paramedic

Nursing Physician

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

Q1

Q2

Q3

Q4

EMPLOYEE EDUCATION

124Nurses

73%Made their

benchmarks

Nurses

LPN

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

RN

BSN NP

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

> 6 mo

6 mo - 2 yr

2 - 5 yr

5 yr +

External projects

Successfuloutcomes


PROJECT PROGRESS


5Internalprojects



Owner: Sally Smiles 35 30% 30%

PatientThroughput




AnotherMetric


AnotherMetric


AnotherMetric



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

Will have to consult with the financial

department on current collection and

documentation methods.


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Next Steps for Halifax


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p

WORKING WITH THE FAMILIAR

Many of the mentioned metrics are

already being utilized, but using themin tandem with other metrics cangarner new insights.

PROTOTYPING & TESTING

Early and consistent user testing

of the dashboards will providean efcient and streamlineddevelopment of the system.

SUPPORT THE SYSTEM

The user experience and service

design components have beendeveloped in this project, an IT andproduct support system would easiturn this prototype into an actionabproject.

INFORMATION ARCHITECTURE

It is recommended to invest in aninformation architect/interactiondesigner who is capable of detailingthe complexity of the front and backend of the dashboard platform.

ADDITIONAL CONSULTING

Business and processes are ever-evolving, routine reflection ofthe dashboard and metrics willbe required to adapt to changingenvironmental and user needs.

FUTURE CONCEPTS

Looking beyond a minimum viableproduct for this dashboard conceptfuture projects may provide evenmore help to the staff in the ED, forexample:a large dashboard seen bystaff to improve the timeliness of aprotocols and services.


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Thank YouSCAD SERV753 - Service, Innovation, and Enterprises | March 13, 2013

Additional Reading


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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.

Llewellyn, CPA, CHFP, Ralph J., and Eide Bailly, LLP. "Improving Financial Performance in a Critical

Access Hospital Setting."HFMA 1 (2012):1-63.

Lovelock, Christopher H.. Services marketing:people, technology, strategy. 10th ed. Upper SaddleRiver, NJ:Prentice Hall, 2001.

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.

Documents

Halifax Health | Management Dashboard