Insist on Quality – Insist on Beebe

Transitioning from Data Collection to Strategic Management

April 3, 2012

Joan G. Thomas, RN, MSN, FACHEBeebe Medical Center424 Savannah Road

Lewes, DE 19958

About Beebe Medical Center

• 210-licensed-bed, not for profit seaside community

hospital

• Founded in 1916 by Drs. James Beebe and Richard C.

Beebe

• Specialized Service Lines include:

• Cardiac and Vascular

• Orthopaedics

• Oncology

• Women’s Health

• Beebe Health Campus

• Beebe Physician Network

Beebe Medical Center

Quality Care for Sussex County

• Centers for Medicare and Medicaid

Services Hospital Quality Comparison

• National Patient Safety Goals

• 100,000 Lives Campaign:

Some is not a number. Soon is not a time.

• The Joint Commission

Beebe Medical Center

Vision

Our vision is for Sussex County to be the

healthiest in the nation

Mission

Our mission is to encourage healthy living,

prevent illness, and restore optimal health with

the people residing, working or visiting the

communities we serve

Strategic Imperatives

• Ensuring Superior Outcomes

• Offering Superior Service and Access

• Focusing on Population Health

• Stewarding Financial Resources

• Sustaining an Excellent Team

Strategic Performance Model

Strategy Map

Changing the Culture

• Align performance management system with

organizational strategy

• Leadership and accountability

• Organizational engagement

• Communication

Changing the Culture

Communication Plan

• Executive Staff

• Board of Directors

• Medical Staff

• Management Team

• Beebe Team Members

Changing the Culture

Education/User Support

• System Administrators (2)

• Expert User assigned to each Strategic

Imperative

• Users (55)

BMC Strategic Scorecard

Executive Staff Action Plans

Lessons Learned

• Know what you want to change

• Focus on organizational strategy

• Start with the Strategic Scorecard/other work should cascade from that

• Understand the key components of a balanced scorecard

Strategic Imperative = Perspective

Objective = Objective

Key Performance Indicator (KPI) = Measure

Target = Goal

Action Plan = Initiative

• Design your balanced scorecard prior to education/training of your system administrator and expert users

Lessons Learned

• Train your end users with your own organizational balanced scorecard

• Execute your communication plan

• Engage and empower end users

• “Push out” reports to Executive Staff

• Provide expert user support for Executive Staff

• Start small and keep it simple

• Identify “near term” objectives and targets

Conclusion

“Results-driven programs bypass lengthy

preparations and aim for quick,

measurable gains within a few months”

From:

Harvard Business Review on Change

Successful Change Programs Begin with Results

Robert H. Shaffer and Harvey A. Thomson

Are there any questions?