Healthcare Organizations Success Stories

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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Centegra Health System

Everything was not quite so hot a few years ago. Under financial and growth pressures that were typical of the last two decades, Centegra Health System’s collection of community health care facilities merged and grew until it had become the largest healthcare provider in McHenry County, Illinois.
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Wright Medical Center

There is something to be said about the excitement one feels when getting a personal phone call from the guru of health care himself. That feeling soars to a whole different level when Quint Studer is then telling you that you have been selected to receive the Fire Starter Award courtesy of the Studer Group.

Rewind four years...to a time when the senior leaders at Wright Medical Center attended Quint’s "Taking You and Your Organization to the Next Level with Quint Studer (Nine Principles® to Service and Operational Excellence)" institute in Pensacola, there was excitement and an overwhelming feeling at the thought of changing the culture in our small, rural hospital.

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Southern Regional Health System

Since implementing the Studer Group’s blueprint for success, Southern Regional is reporting its highest patient satisfaction and quality of care scores. In addition, Southern Regional was recently named by the Atlanta Business Chronicle as one of its’ "A+ Employers", for the second year. "Our goal is to be the employer of choice and remain the health care provider of choice within the Southern Crescent.
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All Saints Healthcare

All Saints Healthcare of Racine, Wisconsin, is Studer Group’s Fire Starter of the Month for December 2004. A partner of Studer Group since the beginning of 2002, this system was selected because of the significant strides it has made in creating a culture of excellence across all Pillars.
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Palmetto Health Baptist Easley

Palmetto Health Baptist Easley (PHBE) is a 109-bed general acute care facility located in the foothills of the Blue Ridge Mountains in the Upstate region of northwestern South Carolina. Founded in 1958, our community-based hospital is part of the state's largest integrated healthcare system - Palmetto Health. In 1996, through the leadership of our chief administrator, Roddey E. Gettys, III, we transitioned from a traditional healthcare organizational structure to self-directed management teams.
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