Beebe Medical Center is transitioning from solely focusing on data collection to also emphasizing strategic management. They have developed a strategic scorecard and performance model aligned with their organizational strategy and strategic imperatives of ensuring superior outcomes, offering superior service and access, focusing on population health, stewarding financial resources, and sustaining an excellent team. Their communication plan involves educating and engaging executive staff, board members, medical staff, management team, and employees on the strategic scorecard. Lessons learned include focusing on organizational strategy, designing the balanced scorecard before training users, and starting with near-term objectives and quick, measurable gains.

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. 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. 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. 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. Strategy Map
Changing the Culture
• Align performance management system with
organizational strategy
• Leadership and accountability
• Organizational engagement
• Communication

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. BMC Strategic Scorecard
Executive Staff Action Plans

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. 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?