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Healthcare Organizations Success Stories

Vanderbilt University Medical Center

Two years ago Vanderbilt University Medical Center launched Elevate, a medical center-wide effort to improve the environment for patients, physicians, employees, trainees and students. Vanderbilt was already nationally recognized for excellence in many areas. But Dr. Harry Jacobson, Vice Chancellor for Health Affairs had ambitious goals, including that Vanderbilt become one of the nation’s top 10 academic medical centers and a Fortune 100 employer – something that an academic medical center has never achieved.
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Hardin Medical Center

Hardin Medical Center, in Savannah, Tennessee, was established in 1952. Over the last 54 years it has grown in capacity and in its commitment to the community. It is a 58 bed acute care hospital, accredited by the Joint Commission on Accreditation of Healthcare Organizations, with 24-hour emergency service.
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Medical Center of Plano

On extremely rare occasions, positive forces converge upon the same location at a critical point in time. In the business world, it is these desired occurrences that have a tremendous impact on any facility. These actions result in attainment of levels of success not before realized or imagined. Whether planned or accidental, they propel organizations to enviable heights when compared with others in their particular industry.
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Advocate Good Samaritan Hospital

The 340-bed facility located in Downers Grove, Illinois, was seated in the middle of one of the nation’s most competitive health care environments – DuPage County, suburban Chicago. Renown for their Level I Trauma Center, Level III Perinatal Services and highly acclaimed cardiac and cancer care programs, Good Samaritan Hospital was a leader in quality outcomes, employee satisfaction and financial performance. The hospital was also a leading performer in Advocate Health Care, the largest fully integrated health care delivery system in metropolitan Chicago and the state of Illinois, recognized as one of the top health care systems in the country.
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Sharp Rees Stealy Urgent Care Centers

Nationally known for superior clinical practices and research, Sharp Rees-Stealy has been certified – an industry benchmark for quality of care and services – by the Accreditation Association for Ambulatory Health Care. Sharp Rees-Stealy has five Urgent Care Centers in San Diego County. Collectively, we care for more than 10,000 patients per month and register over 120,000 visits annually.
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Temple University Hospital-Episcopal Campus

In the year 1999, the hospital experienced its ultimate challenge in the changing health care marketplace. Population declines in North Philadelphia were severe, with more than an 18% loss of population over 15 years. This resulted in a 6.5% decline in hospital volume over a two-year period in the mid- 1990’s. Faced with a significant loss of its patient base, soaring health care costs and with government under funding for the services, the hospital confronted the stark possibility of closing.
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Shands at the University of Florida

Shands at the University of Florida is a 626-bed academic medical center providing highly specialized, complex medical care. Established in 1958 in Gainesville, Fla., Shands at UF is one of nine hospitals in the Shands HealthCare system, a private not-for-profit health system located in north central Florida. Shands at UF has consistently scored in the 95-97 percentile in the last five quarters for "Likelihood to Recommend".
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Carolinas Medical Center - Randolph

CMC Randolph’s inpatient programs operate at a combined 91% occupancy with 100,000 outpatient visits and 16,000 emergency visits per year. The 24/7 clinical, call center fields 120,000 inquiries per year. The top priority for CMC Randolph staff is providing excellent, compassionate service in an efficient manner to patients and their families.
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Columbus Regional Hospital

Columbus Regional Hospital is a 225-bed regional hospital located in Columbus, Indiana, serving ten counties in southeastern Indiana. We are a not-for-profit, county-owned hospital delivering patient care through 35 medical specialties with 220 physicians on medical staff. Our patient satisfaction scores for 2005 were at an all-time high, recognizing the outstanding achievement by our employees, physicians, and volunteers to deliver the highest level of care and service.
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Shands Starke

At Shands Starke our commitment to quality begins with our people. After having the opportunity to attend presentations by Quint Studer and read his book, Hardwiring Excellence, our leaders began to be engaged. Then our Studer Coach, Page Sternung came to visit. She sparked a flame, encouraging and challenging us to be the BEST.
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Clark Memorial Hospital

The management team came to a realization in 2000 that change was needed. No one looked like they were having fun; nobody would say hello to anyone; everyone was just going through the motions and leaving their hearts at the door. Team member turnover was at 20 percent. Change was needed. Having just come to realization that the hospital was not just saving lives, but more enhancing lives, the management team had to focus on reducing turnover and provide great patient care.
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Monroe County Hospital

“We want to be different!” The Management Team at Monroe County Hospital in Albia,Iowa first uttered that phrase in 2000 at a strategic planning retreat. The hospital’s employee satisfaction was in the 48th percentile and turnover was 26%, patient satisfaction was in the 43rd percentile, and cash in the bank had dropped by 35%. “We want to be different” meant “we don’t want to be average anymore.”
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Good Samaritan Hospital

To reinforce our commitment to service excellence, a copy of the story of the Good Samaritan is framed in the main conference center (where the orientation takes place), along with posters show casing the hospital’s annual operating plan, its six core values and related behavior standards, and more than a dozen stories of Champion Good Samaritans - or employees that have gone "above and beyond" our code of standards to deliver ideal care to the community.
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Homestead Hospital

Over time, and especially throughout the last decade, the culture of the hospital’s employees and medical staff has been one that values quality, clinical outcomes, and patient care. Investments in infrastructure and people helped the hospital become a fine, well respected organization. But with one of the state’s most rapidly growing communities spurring broadened health care needs and the advent of rising consumer expectations for service excellence in the hospital setting, the leadership at Homestead Hospital decided it needed a catalyst to move from being a good organization to a great one.
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Sacred Heart Hospital

Every health care organization aspires to make the leap from Good to Great, but once that success is achieved it may be short-lived or, worse, the achievement itself becomes the enemy as an institution rests on its laurels and stagnates. In true Franciscan fashion, the passion of the Sacred Heart Hospital leadership team is: "What is worth doing is worth doing well, to the best of our ability, not just once, but every day."
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Sumner Regional Health Systems, Inc.

While SRHS was not an organization suffering from any visible signs of low morale, and its financial state was good - in fact, above average - the senior staff had long been committed to the idea of becoming a "stand-out" organization.
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Blue Ridge HealthCare

Blue Ridge HealthCare (BRHC) was created in 1999 by the union of long-time competitors with conflicting cultures from historically rival communities in Morganton and Valdese, NC. At that point in the life of the new system, the cultural divide between employees based in Valdese and Morganton was as deep as the valleys criss crossing the surrounding foothills. Employee, physician and community buy-in to the idea of a unified healthcare system was at an unhealthy level.
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Memorial Healthcare

While in pursuit of service and operational excellence, Memorial Healthcare in Owosso, Michigan has found crucial keys to success. They know that the real power behind growth is not markets, technology, competition or services. It’s one thing- the right people working on the right opportunities. With over 1,100 physicians and employees, this independent community hospital has engaged their workforce by forming service excellence teams, tackling the tough questions, developing their leaders, and communicating at all levels.
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St. Anne Mercy Hospital

Care You Can Believe In means excellent clinical care and service for patients and their families. Mercy Health Partners has made believers out of its employees, physicians, patients and families - and now adds the Studer Group to its list of believers.
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Mercy Hospital of Willard

Mercy Health Partners has made believers out of its employees, physicians, patients and families - and now adds the Studer Group to its list of believers.
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