EVS Dashboard. Kent L. Miller, CHESP ASHES Annual Conference ASHES Annual Conference September 26-30, 2010 Washington, DC

Transcription

1 EVS Dashboard Kent L. Miller, CHESP ASHES Annual Conference 2010

2 Invite yourself to the C-suite Move up the ladder Do you know the CEO Do you know the VPs Gain respect, trust, etc.

3 Invite yourself to the C-suite Show your worth to administration

4 Invite yourself to the C-suite Show how you can monitor your own department

5 Invite yourself to the C-suite It s all in the details

6 A dashboard supports a manager or executive by doing three things: 1. It answers fundamental questions about your department.

7 A dashboard supports a manager or executive by doing three things: 2. It alerts you, the leader of EVS, to issues or problems in such areas as productivity, turn-over, and operational expenses.

8 A dashboard supports a manager or executive by doing three things: 3. It helps make decisions that impact the department.

9 It answers fundamental questions about your department. The dashboard should answer basic business questions: fundamental questions about the health of the department that can be financial, operational, or comparative in nature, such as: Did I reach my productivity this month? FTEs within budget OT within budget

10 It answers fundamental questions about your department. How well, or not well, is our quality assurance looking?

11 It answers fundamental questions about your department. How many complaints about service are we receiving?

12 It answers fundamental questions about your department. How often do employees call in sick? On what days are they most likely to call in sick?

13 It answers fundamental questions about your department. How well are we keeping within our operational budget?

14 It answers fundamental questions about your department. How am I doing in comparison to my peers?

15 It alerts you, the leader of EVS, to issues or problems in such areas as productivity, turn-over, and operational expenses. Closely related to the first point, a dashboard should alert the executive or manager when something goes wrong. How an alert is defined is based on the needs of the department. Some example alerts would be: A quality assurance rate is going below an acceptable level.

16 It alerts you, the leader of EVS, to issues or problems in such areas as productivity, turn-over, and operational expenses. Absenteeism is becoming a problem.

17 It alerts you, the leader of EVS, to issues or problems in such areas as productivity, turn-over, and operational expenses. Average bed turn-around time is going above normal.

18 It alerts you, the leader of EVS, to issues or problems in such areas as productivity, turn-over, and operational expenses. Productivity targets are not being met.

19 It alerts you, the leader of EVS, to issues or problems in such areas as productivity, turn-over, and operational expenses. Operational expenses are growing beyond an acceptable rate.

20 It helps make decisions that impact the department. Finally, the executive or manager will use the information from a dashboard to make decisions. Sometimes these decisions can be very straightforward and can be answered by a single KPI, but more often business decisions will be complex and require a variety of inputs. Examples of these decisions are: Do I increase or decrease staffing levels? Do I need to change my staffing due to bed discharge changes? Should I let staff go based on budget? Do I need to hire more staff because of low productivity? Why is the quality not improving as planned?

21 You need to know where you are. Throughput/discharge cleaning Staffing/productivity Quality QA rounds ATP testing Etc.

22 You need to know where you are. Patient satisfaction Press Ganey HCAHPS Staff satisfaction Staff retention/turnover rates Budget/Operation expenses

23 Why a dashboard?

24 Bed Turn-around & FTEs associated with this: Bed Turn around times Average Annual Turnaround Turnaround % CH LYTD Valuation May FY10 YTD FY09 LYTD 09 Stat Clean FTEs n/a Goal: Stat w/in 15 minutes; cleaned w/in 60 Quality and Customer Service Metrics: Room cleanliness Courtesy of staff May FY10 YTD May Avg FY10 YTD P-G 86% 86% 88% 89% HCAHPS n/a n/a Operational Cost: Labor Cost/UO S FY09 May FY10 YTD $201,555 $17,102 $179,553 ATP Testing FY09 May FY10 YTD Turnover: 1st Quarter 2010 FY10 TYD FY09 20% 35% 45% SVR: FTE's/Bu dget FY09 FY10 YTD FY10 Budget

25 What about a more robust one? Carle EVS Dashboard.xls

26 Roundtable discussions