Thomas JeffersonUniversity HospitalsIndustry: Healthcare & EducationWebsite: www.jeffersonhospital.orgCUSTOMER OVERVIEWEstablished in 1825, Thomas Jefferson UniversityHospitals (TJUH) are an integral part of the Jefferson HealthSystem providing services at five locations with 957 licensedacute care beds across the Philadelphia region. TJUH hasbeen ranked by U.S. News & World Report among thenation’s top medical centers in eight specialties and hasachieved MAGNET designation for superior nursing care.Customer PROFILEPhiladelphia, PA“We were looking for a partner whohad the software and experience to gobeyond automating what we had in Exceland PowerPoint and could help us connectmetrics with accountability and action.”- Ronald P. BurdExecutive Vice President for Strategyand Organizational DevelopmentIn 2006, as a way to position the hospitals to successfullyaddress a rapidly changing healthcare industry, neweconomic factors and impending health reforms, TJUHheld an internal review of its overall strategy andperformance programs. This review resulted in thecreation of a new culture-driven performance model that wasdesigned to focus the organization on core strategic valueareas, tie operations, budgets, and people to the strategy,and help the system navigate a journey toward performanceexcellence.The organization chose to implement a Balanced Scorecardperformance management framework as a way to supportthe new model and to help integrate various aspects of themodel into the organization. As a first step, a small teamof senior leaders created a top-level Scorecard using theorganization’s five strategic value areas (Quality and Safety,Service, People, Finance and Operations, and Growth) asthe Scorecard perspectives and then defined key high-levelstrategic objectives and metrics within each perspective.This initial Scorecard was presented to 50 vice presidentsand senior directors who suggested more than 90 projectsthat they felt would address various under-performingmetrics on the Scorecard.Plymouth Meeting, PA | San Francisco, CA | email@example.com w w . a c t i v e s t r a t e g y . c o mBACKGROUNDWhile these high-level projects were now more clearlydefined and better aligned than ever before, it wasobvious from the sheer volume of proposed work thatsome different approaches would be required to closethe gaps and achieve organizational goals.TAKING THE NEXT STEPThough the team that had developed the first Scorecardat TJUH recognized that performance management toolsalone would not guarantee favorable results for thelong term, there was a strongly held belief that thesetools and processes, when placed in the context of anoverall performance model, deployed effectively, andsupported by strong leadership at all levels, would drivesignificant benefit. So they set out to find externalresources that could support their efforts.Late in 2008, the TJUH team learned of ActiveStrategy,an organization that provides performance excellenceconsulting and performance management softwarecalled ActiveStrategy Enterprise® (ASE). TJUH foundthat ActiveStrategy offered the solution they wereseeking to align efforts supporting their strategic values,develop a common view of key metrics and initiatives,and drive accountability across the organization.
Customer PROFILEPlymouth Meeting, PA | San Francisco, CA | firstname.lastname@example.org w w . a c t i v e s t r a t e g y . c o mActiveStrategy began working closely with the hospitals’executive leadership and the hospitals’ designated StrategicValue Champions to build and automate PerformanceDashboards and Scorecards. In parallel, hospitalperformance improvement teams were trained in Six Sigma,Lean, Work-Out, and CAP performance excellencemethodologies.The initial top-level Scorecard that had been developed bythe small core team has now been expanded into anincreasingly solid network of linked, cascaded Scorecardsthat are automated in ASE. This framework has beendeveloped with feedback from 85 senior leaders,performance improvement leaders, and change agents,as well as substantial contributions from nearly 300different staff members. All TJUH employees areencouraged to view the Scorecards in real time, usinglinks to ASE posted on the hospitals’ intranet. This widerparticipation in the process is an important part of ingrainingthe culture-driven performance model.A project scoping process has also been implemented todevelop projects that support positive results in measuresthat are most critical to achieving the hospitals’ goals. TheTJUH staff leverage the project management capabilitieswithin ASE to help standardize the improvement processes,monitor progress, and communicate results. For example,several projects were put in place to improve the hospitals’“Length of Stay” measure. These were tracked in ASE sothat any impact on the outcome measure could bemonitored. Over the course of two fiscal years, this keyoperational indicator improved by 8% and the hospitalscontinue to set more aggressive targets in this and otherstrategically-aligned areas. In fact, the hospitals recentlyadded a benchmark comparator to some of the keymeasures it tracks in ASE, allowing TJUH to see howperformance matches up to best-in-industry results.ASE Stoplight Charts, Program Groups, and Measure Detailpages are being used in conjunction with existing resourcesto produce visually compelling, accurate reports on their fivekey service line areas. A “Results and Outcomes” report isalso in the works to serve as a repository for tracking keyoperating indicators related directly to the pursuit of TJUH’sgoal of achieving excellence in organizational performance.Another dashboard they created in ASE helps leadersmonitor overall readiness for accreditation in specificprograms, helping the hospitals address any issues muchmore proactively than before.Example of a Stoplight Chart in ASE*Data for illustration only*RESULTSIn addition to the progress noted in the hospitals’ Length ofStay measure, dozens of other key measures from MRSAinfection rates to HCAHPS metrics have shown significantimprovement. The hospitals have also seen over $7 millionin reduced expenses as a result of the overall model andperformance improvement efforts. Organizational alignmenthas also improved dramatically. In 2009, for the first timeever, TJUH was able to tie goals for over 250 leaders andmanagers specifically to the organizational Scorecard goals.In 2010, TJUH was recognized for its level of proficiency bythe Keystone Alliance for Performance Excellence (KAPE),which is Pennsylvania’s state-level performance excellenceorganization. The feedback report from KAPE cited thehospitals’ use of ASE software as one of the organization’smost significant strengths. The report praised the fact that“data for Balanced Scorecard metrics are collected fromvarious sources utilizing an integrated software suite that isalso used to report Balanced Scorecard metrics to allmanagement levels.” This was the first time TJUH hadapplied for the award and to be recognized at this level wasa significant step on its continuing journey towardexcellence.