Journal of Healthcare Management - September/October 2015 - (Page 319)

Integrating Strategic and Operational Decision Making Using Data-Driven Dashboards: The Case of St. Joseph Mercy Oakland Hospital Jack Weiner, PharmD, FACHE, president and CEO, St. Joseph Mercy Oakland, Pontiac, Michigan; Venugopal Balijepally, PhD, associate professor, Oakland University, Rochester, Michigan; and Mohan Tanniru, PhD, professor, Oakland University, Rochester E X E C U T I V E S U M M A R Y Hospitals have invested and continue to invest heavily in building information systems to support operations at various levels of administration. These systems generate a lot of data but fail to effectively convert these data into actionable information for decision makers. Such ineffectiveness often is attributed to a lack of alignment between strategic planning and information technology (IT) initiatives supporting operational goals. We present a case study that illustrates how the use of digital dashboards at St. Joseph Mercy Oakland (SJMO) Hospital in Pontiac, Michigan, was instrumental in supporting such an alignment. Driven by a focus on key performance indicators (KPIs), dashboard applications also led to other tangible and intangible benefits. An ability to track KPIs over time and against established targets, with drill-down capabilities, allowed leadership to hold staff members accountable for achieving their performance targets. By displaying the dashboards in prominent locations (such as operational unit floors, the physicians' cafeteria, and nursing stations), SJMO ushered in transparency in the planning and monitoring processes. The need to develop KPI metrics and drive data collection efforts became ingrained in the work ethos of people at every level of the organization. Although IT-enabled dashboards have been instrumental in supporting this cultural transformation, the focus of investment was the ability of technology to make collective vision and action the responsibility of all stakeholders. For more information about the concepts in this article, contact Dr. Balijepally at balijepa@oakland.edu. 319

Table of Contents for the Digital Edition of Journal of Healthcare Management - September/October 2015

Journal of Healthcare Management - September/October 2015
Interview With Richard J. Umbdenstock, FACHE, President and CEO of the American Hospital Association
A Rapidly Adaptable Management System
Worksite Wellness: Culture and Controversy
Integrating Strategic and Operational Decision Making Using Data-Driven Dashboards: The Case of St. Joseph Mercy Oakland Hospital
What Determines the Surgical Patient Experience? Exploring the Patient, Clinical Staff, and Administration Perspectives
A Review of Electronic Hand Hygiene Monitoring: Considerations for Hospital Management in Data Collection, Healthcare Worker Supervision, and Patient Perception
Using Hybrid Change Strategies to Improve the Patient Experience in Outpatient Specialty Care

Journal of Healthcare Management - September/October 2015