Insist on Quality – Insist on Beebe
Transitioning from Data Collection
to Strategic Management
April 3, 2012
Joan G. Thoma...
About Beebe Medical Center
• 210-licensed-bed, not for profit seaside community
hospital
• Founded in 1916 by Drs. James B...
Quality Care for Sussex County
• Centers for Medicare and Medicaid
Services Hospital Quality Comparison
• National Patient...
Strategic Imperatives
• Ensuring Superior Outcomes
• Offering Superior Service and Access
• Focusing on Population Health
...
Strategy Map
Changing the Culture
• Align performance management system with
organizational strategy
• Leadership and acco...
Changing the Culture
Communication Plan
• Executive Staff
• Board of Directors
• Medical Staff
• Management Team
• Beebe T...
BMC Strategic Scorecard
Executive Staff Action Plans
Lessons Learned
• Know what you want to change
• Focus on organizational strategy
• Start with the Strategic Scorecard/oth...
Conclusion
“Results-driven programs bypass lengthy
preparations and aim for quick,
measurable gains within a few months”
F...
Upcoming SlideShare
Loading in …5
×

Beebe Medical Center: Transitioning from Data Collection to Strategic Management

217 views
135 views

Published on

April 3, 2012
Joan G. Thomas, RN, MSN, FACHE
Beebe Medical Center
424 Savannah Road
Lewes, DE 19958

0 Comments
0 Likes
Statistics
Notes
  • Be the first to comment

  • Be the first to like this

No Downloads
Views
Total views
217
On SlideShare
0
From Embeds
0
Number of Embeds
2
Actions
Shares
0
Downloads
3
Comments
0
Likes
0
Embeds 0
No embeds

No notes for slide

Beebe Medical Center: Transitioning from Data Collection to Strategic Management

  1. 1. Insist on Quality – Insist on Beebe Transitioning from Data Collection to Strategic Management April 3, 2012 Joan G. Thomas, RN, MSN, FACHE Beebe Medical Center 424 Savannah Road Lewes, DE 19958
  2. 2. 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
  3. 3. 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
  4. 4. Strategic Imperatives • Ensuring Superior Outcomes • Offering Superior Service and Access • Focusing on Population Health • Stewarding Financial Resources • Sustaining an Excellent Team Strategic Performance Model
  5. 5. Strategy Map Changing the Culture • Align performance management system with organizational strategy • Leadership and accountability • Organizational engagement • Communication
  6. 6. 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)
  7. 7. BMC Strategic Scorecard Executive Staff Action Plans
  8. 8. 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
  9. 9. 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?

×