Driven by Quality
Hackensack University Medical Center, standing as a healthcare leader in New Jersey and the nation, is driven by a commitment to quality. At Hackensack University Medical Center, quality means always delivering the best medicine to our patients. It means always reevaluating the delivery of healthcare to ensure that high standards are achieved. It means never turning away from community needs, but redoubling our efforts and commitment to respond.
So how does our commitment to quality impact a patient's experience? At Hackensack University Medical Center, our patients and visitors can expect:
Superior inpatient and outpatient care that is nationally recognized
Access to a prestigious, renowned, and expanding medical staff
Magnet Award-winning registered professional nurses, who are among the nation's best
Our patients can also expect today's most advanced medicine through:
Disease-focused Centers of Excellence
On-site basic, translational, and clinical research
Investments in state-of-the-art technologies
A modern and expanding hospital environment
Hospitality programs that provide outstanding customer service
Innovative programs that are unique to the hospital industry and seek to change the status quo at hospitals nationwide
A Framework for Success
Hackensack University Medical Center, a 781-bed teaching and research hospital affiliated with The University of Medicine and Dentistry of New Jersey–New Jersey Medical School, is the largest provider of inpatient and outpatient services in New Jersey.
Founded in 1888 with 12 beds and as Bergen County's first hospital, Hackensack University Medical Center has demonstrated more than a century of growth and progress. Today, this not-for-profit, tertiary-care, teaching and research hospital serves as the hub of healthcare for northern New Jersey and the New York metropolitan area. Hackensack University Medical Center continues to grow in response to the needs of its patient population.
Hackensack University Medical Center offers one of the region's most modern campuses, which is continually updated and expanded to incorporate emerging clinical approaches, medicine, and technologies. On our campus, hundreds of specialized programs and services are delivered.
Quality continues to evolve as the number one, non-negotiable value that drives our mission and actions. This past year, we incorporated emerging business management operations to reflect a vision that puts patients in charge. Today, we strive to create continuous healing relationships with our patients. We customize care according to the patients' needs and values, not ours. We continue to initiate and participate in unprecedented data collaboration. Benchmarking our outcomes provides the foundation for more informed business judgments. It also gives patients objective decision-making data and recruits top-quality physicians to our team.
In 2004, we developed a ten year strategy to become the leading hospital in the nation by 2014. As we embarked on our journey to vision 2014, we engaged with Studer Group in late 2005 to assist us from going from good to great. The Board of Governors approved integrating Studer's Nine Management Principles within the organization's strategic plan as one element to achieve Vision 2014.
We implemented the Leadership Development Institute model in January 2006 and we hold three LDI's each year. Through this model, we rolled out several of the "must haves" which have brought us notable success. As a result of implementing Rounding for Outcomes and Employee Thank You Notes along with CEO forums, our workforce is more engaged and is evident by the "One of the Best Places to Work - Top 50 hospitals in NJ in 2007" designation. These strategies also strengthened our application to become one of the "Fortune 100 Best Companies to Work For"." Our turnover remains at about 9.5%, almost half of the national average.
Using a creative measurement strategy, Discharge Phone Calls brought us the most notable success related to patient satisfaction. On both the ER and Inpatient surveys, patients who received a Discharge Phone Call ranked at the top two percent of the Press Ganey national database. This strengthened our overall results, increased employee compliance and therefore increased the number of patients receiving a call.
Enhancing the best practices, our chairman of the ED commits to making ten calls himself per day. Most recently, our ED was recognized by Press Ganey as its 2007 Client Success Story which is inclusive of the Discharge Phone Calls as a "lasting impression" for our ED patients.
Applying the bundle science, measuring both Discharge Phone Calls and Nurse Manager Rounding on Patients (the second phase of Rounding for Outcomes), results show that patients who indicated "yes" to both questions sets a new 99th percentile score in the Press Ganey national database based on the patients' perception of key aspects of their experience. What gets measured gets done!
Several members of our leadership presented these successes at Studer Group's 2007 What's Right in Healthcare conference in Orlando, Fla.
Hackensack University Medical Center has achieved nationally recognized results across all pillars, demonstrating the outcomes of committing to excellence.