The following letter was sent to Jeffrey M. Fried, President and CEO of Beebe Medical Center with a copy submitted to the Cape Gazette for publication.
I would like to take this opportunity to share some of the experiences I encountered with the staff of Beebe Medical Center on my recent and very unexpected stay. Unexpected as who would be expecting an acute appendicitis attack at my age (let's just say over 50 years of age and call it a day). My primary care physician immediately referred me to secure a CAT scan and from there, a direct trip to Beebe's emergency room quickly happened. It is from this point I encountered a truly novel work culture with a business plan/model that, as a former Baltimore native, I found quite unique.
I was met by ER staff and a RN as soon as we entered. They were polite, professional and made the necessary calls to verify my pending admission/surgery while tending to my increasing discomfort. I was quickly seen for an admission screening and assessment and promptly taken to the “back” where I was met by an assortment of clinical and administrative personnel - each politely and professionally attending to their assigned duties and tasks. I was treated promptly, courteously and with the respect often not found in these settings. I was appropriately medicated and my impending surgery was thoroughly explained by a multitude of medical staff from the surgeon to the attending nurse. Soon, I was taken to surgery and subsequently to recovery.
After being admitted to the third floor, I again found the staff to be pleasant, attentive to my needs (expressed or not) and quick to offer any assistance. I mentioned work culture earlier as the staff ranging from my surgeon to the housekeeping and dietetic staff could not have been nicer and more helpful. A prime example of this was when an administrative staff member of the hospital (his ID badge indicated his name was Robert Hill) was visiting my roommate. As he was leaving, he asked how I was doing and if there was anything I needed. He took a few moments just to see how a person he did not know was doing. On the surface a small effort not really worthy of mention, but to me, a glowing example of how such a small, yet genuine interaction by this staff member left a lasting impression.
There is a noticeable difference readily apparent between forced customer service performance(s) or a quality improvement measure mandated by survey teams/upper management and a work setting that has truly incorporated a belief system that customer service is indeed a genuine organizational goal. Having been a previous patient in Johns Hopkins, the University of Maryland System, etc., it is clear to me these organizations could learn a great deal about the principles of recovery and the provision of customer services from the Beebe system of care. I have nothing but kudos to all the staff of this organization and you.
To Beebe, I have one additional thing to say, “Job well done and keep up the good work.
Diana E. Smith, RN
Lewes
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