halifax health | management dashboard
Post on 08-Aug-2018
214 Views
Preview:
TRANSCRIPT
-
8/22/2019 Halifax Health | Management Dashboard
1/53
Halifax HealthKPI & Management DashboardSCAD SERV753 - Service, Innovation, and Enterprises | March 13, 2013
-
8/22/2019 Halifax Health | Management Dashboard
2/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
3/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
4/53
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."
-
8/22/2019 Halifax Health | Management Dashboard
5/53
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
-
8/22/2019 Halifax Health | Management Dashboard
6/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
7/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
8/53
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
-
8/22/2019 Halifax Health | Management Dashboard
9/53
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
-
8/22/2019 Halifax Health | Management Dashboard
10/53
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
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
-
8/22/2019 Halifax Health | Management Dashboard
11/53
-
8/22/2019 Halifax Health | Management Dashboard
12/53
-
8/22/2019 Halifax Health | Management Dashboard
13/53
Mapping Our Findings
IDENTIFYING KEY STAKEHOLDERS
Based on the Halifax website, we developed a stakeholder map for the Halifax Health
emergency department. This map helped us determine which stakeholders to include on
our upcoming blueprint, as well as identify key stakeholders for contextual interviews.
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
-
8/22/2019 Halifax Health | Management Dashboard
14/53
Mapping Our Findings
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.
-
8/22/2019 Halifax Health | Management Dashboard
15/53
-
8/22/2019 Halifax Health | Management Dashboard
16/53
-
8/22/2019 Halifax Health | Management Dashboard
17/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
18/53
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."
-
8/22/2019 Halifax Health | Management Dashboard
19/53
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?
-
8/22/2019 Halifax Health | Management Dashboard
20/53
-
8/22/2019 Halifax Health | Management Dashboard
21/53
-
8/22/2019 Halifax Health | Management Dashboard
22/53
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
-
8/22/2019 Halifax Health | Management Dashboard
23/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
24/53
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)
-
8/22/2019 Halifax Health | Management Dashboard
25/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
26/53
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
-
8/22/2019 Halifax Health | Management Dashboard
27/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
28/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
29/53
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...
-
8/22/2019 Halifax Health | Management Dashboard
30/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
31/53
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
Measuring ED Performance
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
-
8/22/2019 Halifax Health | Management Dashboard
32/53
PER
FORMANCE
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
Measuring ED Performance
QUICK REFERENCE NUMBERS
These numbers are quick-reference
averages for that day based on the
data from the prior attribute.
-
8/22/2019 Halifax Health | Management Dashboard
33/53
-
8/22/2019 Halifax Health | Management Dashboard
34/53
PER
FORMANCE
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
Measuring ED Performance
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
Pulled from existing MediTech
systems
-
8/22/2019 Halifax Health | Management Dashboard
35/53
PER
FORMANCE
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
Measuring ED Performance
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
-
8/22/2019 Halifax Health | Management Dashboard
36/53
-
8/22/2019 Halifax Health | Management Dashboard
37/53
PER
FORMANCE
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
Measuring ED Performance
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.
-
8/22/2019 Halifax Health | Management Dashboard
38/53
B l i h S C d
-
8/22/2019 Halifax Health | Management Dashboard
39/53
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
hour average PTthroughput time
average PT toemployee ratio
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
-
8/22/2019 Halifax Health | Management Dashboard
40/53
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
hour average PTthroughput time
average PT toemployee ratio
Balancing the Score Card
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
Pulled from existing MediTech
systems
B l i th S C d
-
8/22/2019 Halifax Health | Management Dashboard
41/53
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
hour average PTthroughput time
average PT toemployee ratio
Balancing the Score Card
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
Pulled from existing MediTech
systems
B l i th S C d
-
8/22/2019 Halifax Health | Management Dashboard
42/53
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
hour average PTthroughput time
average PT toemployee ratio
Balancing the Score Card
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.
Balancing the Score Card
-
8/22/2019 Halifax Health | Management Dashboard
43/53
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
hour average PTthroughput time
average PT toemployee ratio
Balancing the Score Card
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
-
8/22/2019 Halifax Health | Management Dashboard
44/53
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
-
8/22/2019 Halifax Health | Management Dashboard
45/53
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 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
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
Learning & Innovating
INNOVATION PORTFOLIO
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.
Learning & Innovating
-
8/22/2019 Halifax Health | Management Dashboard
46/53
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 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
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
Learning & Innovating
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.
Learning & Innovating
-
8/22/2019 Halifax Health | Management Dashboard
47/53
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 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
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
Learning & Innovating
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).
Learning & Innovating
-
8/22/2019 Halifax Health | Management Dashboard
48/53
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%
PatientThroughput
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
Learning & Innovating
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.
Learning & Innovating
-
8/22/2019 Halifax Health | Management Dashboard
49/53
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%
PatientThroughput
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
Learning & Innovating
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
Will have to consult with the financial
department on current collection and
documentation methods.
-
8/22/2019 Halifax Health | Management Dashboard
50/53
Next Steps for Halifax
-
8/22/2019 Halifax Health | Management Dashboard
51/53
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.
-
8/22/2019 Halifax Health | Management Dashboard
52/53
Thank YouSCAD SERV753 - Service, Innovation, and Enterprises | March 13, 2013
Additional Reading
-
8/22/2019 Halifax Health | Management Dashboard
53/53
g
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.
top related