Weekly Dashboard of Key Numbers for the HOF Clinic
Quick facts
- Routine
- 15 minutes, every Monday, always at the same time
- Numbers
- Contacts, attendance, acceptance, occupancy and cash
- Rule
- Compare week to week and against the monthly average
- Output
- One decision per week, written down
The owner of an HOF clinic lives between the treatment room and management, and the time left for management is usually whatever remains. The result: decisions made by gut feeling ("it was a slow week") and late discoveries ("the month closed below target"). A weekly dashboard with a few metrics solves most of that, and it takes fifteen minutes.
The proposal here is deliberately lean: five numbers, one spreadsheet, a fixed routine. If you already use a management system, the same numbers can come from it. See also clinic metrics for the broader monthly picture.
Why weekly, and why only five?
Weekly because there is still time to fix things: if attendance dropped, you adjust confirmations within the same month. Monthly alone shows the problem when it has already cost you revenue.
Only five because nobody reads a big dashboard. Each metric must answer one question and lead to a possible action. If a number leads to no decision, it leaves the dashboard.
The five numbers
| Metric | Question | How to calculate |
|---|---|---|
| 1. New contacts | Is interest coming in? | New people who asked for information during the week |
| 2. Attendance | Is the schedule being kept? | Patients seen divided by patients booked |
| 3. Quote acceptance | Is the consultation turning into a plan? | Quotes accepted divided by quotes presented |
| 4. Schedule occupancy | Am I using my hours? | Hours worked divided by hours available |
| 5. Cash | Do I have room to spare or am I tight? | Available balance minus bills due in the next 15 days |
1. New contacts
Count a person once, even if they sent ten messages. Record the source (see patient source). The number alone says little, but a drop over two weeks in a row is a warning to review your content, referrals and response time.
2. Attendance
The inverse of the no-show. If you booked 30 and saw 26, attendance is about 87%. Below your historical standard, review confirmations and the reservation deposit. Details in attendance rate in HOF.
3. Quote acceptance
Count only formal quotes, presented with a price. The acceptance rate shows whether the plan and the presentation are working. To go deeper, see quote acceptance rate and how to raise plan acceptance.
4. Schedule occupancy
Divide the hours actually worked by the hours you left open. Very low occupancy points to idle capacity; very high, with no slack, may mean it is time to review pricing or staffing. See schedule occupancy rate.
5. Cash
A single number: the balance available today minus what falls due in the next fifteen days. If it is negative or tight, you need to act before the bill arrives. To set this up, see cash flow at the HOF clinic.
The one-row-per-week spreadsheet
One sheet, one row per week, fixed columns:
| Week | Contacts | Booked | Seen | Quotes | Accepted | Hours worked | Hours available | Cash in 15 days |
|---|---|---|---|---|---|---|---|---|
| 1 | ||||||||
| 2 |
Three formula columns alongside calculate attendance, acceptance and occupancy. The rest is quick data entry, done on Friday or early Monday.
How to read it without fooling yourself
Compare with your own average
Other people's numbers mislead. Compare the week with the average of the last four and with the same week of the previous month. Seasonality changes everything, and a drop in January may be normal.
Beware of small samples
If you presented three quotes and two were accepted, a 67% acceptance rate means nothing. In low-volume weeks, look at the four-week moving average.
Look at how the numbers relate
High contacts with low attendance point to a qualification or confirmation problem. Low acceptance with high occupancy may mean the schedule is full of consultations that do not become a plan. Low occupancy with high acceptance shows the bottleneck is at the top: contacts are missing.
The decision of the week
End every review with one written line: what I will change, who does it and when I will check. Hypothetical examples:
- "Attendance fell: reception will start confirming by message 24 hours ahead, I will check next Monday."
- "Acceptance below average: I will review how the plan is presented in the next three cases."
- "Tight cash: I will bring forward collection of balances on completed procedures."
Only one decision per week. If you try to change five things, you will not know which one worked.
When to add more metrics
Resist the temptation to grow the dashboard. Only add a metric when there is a recurring question that the five cannot answer. Common candidates: average ticket, return rate, patient acquisition cost and margin. They can go in a monthly review, not a weekly one.
For return rate, see patient return rate. For the financial math, profit margin in HOF.
Share with the team
Show the team the numbers it influences: contacts and response time for whoever handles WhatsApp, attendance for reception, occupancy for whoever manages the schedule. A simple board at the weekly team meeting keeps everyone looking in the same direction. Avoid exposing cash and margin to those who do not need them.
If the clinic uses Harmy, the app complements the dashboard in one respect: History shows sessions by patient, and the Account › My month feature brings a monthly usage summary. Financial and schedule metrics stay in your spreadsheet or system.
Hypothetical example of a week read
Consider a fictional clinic in an ordinary week. 18 new contacts came in, 22 patients were booked and 19 showed up, giving attendance of about 86%. 7 quotes were presented and 4 accepted, or about 57% acceptance. The schedule had 30 hours available and 21 were worked, 70% occupancy. Cash, after subtracting the bills for the next fifteen days, ended up positive but tight.
The reading: interest is stable, attendance is within the standard and occupancy leaves room. The outlier is acceptance, below the average of the last four weeks. The decision of the week could be to review, in the next three quotes, how the plan is presented and whether the price is clear. No touching ads, pricing and staff all at once. The dashboard served to choose where to look, which is exactly its purpose.
Dashboard pitfalls
Calculating differently every week. Define one rule for each number and stick to it.
Looking at the dashboard only when things go badly. Good numbers teach what to repeat.
Using the dashboard to pressure the team without context. A number without a conversation breeds fear. Use it to understand, not to punish.
Delaying data entry. Data from two weeks ago loses the power to correct what is still in progress.
Frequently asked questions
Which metrics should an HOF clinic review every week?
A small set: new contacts, attendance rate, quote acceptance rate, schedule occupancy and cash position. A few numbers reviewed consistently are worth more than many reviewed rarely.
Do I need an expensive system to track metrics?
No. A simple spreadsheet with five columns is enough at first. What matters is regularity and the decision that comes out of the reading.
What is the difference between a weekly and a monthly metric?
The weekly one shows what to adjust now, such as the schedule and contact. The monthly one shows trend and results, such as margin and return. The two complement each other.
How do I keep the dashboard from becoming just a report?
End every review with a decision: what to change next week, who does it and when to check. Without a decision, the number is useless.