Dana-Farber Cancer Institute provides its patients with a unique disease centerbased model of cancer care and services. During the past decade, its patient volume has grown extensively, creating a need for additional facility space. Upon completion of the 14-story, 275,000-square-foot Yawkey Center for Cancer Care, Dana-Farber will be on track to expand its building complex to accommodate growing clinical volume.
Continual expansion for Dana-Farber has also meant the need for a more streamlined and
automated budget process. The current manual process—one with spreadsheets—no
longer proved satisfactory for financial executives.
"The collection and compilation of our budget was long, painful, and error-prone," says Marlena Ward, VP financial planning at Dana-Farber. Hugh Kelleher, VP operations at Dana-Farber, adds: "I have responsibility for about 35 different cost centers, and the task of reviewing all of those budgets with the managers was much too timeconsuming and tedious. It became a critical issue."
Download our case study to find out:
- The challenges faced by Dana-Farber before implementing Infor10 Corporate Performance Management
- How Infor10 Corporate Performance Management helps Dana-Farber address them
- The next step beyond the initial deployment