Press Ganey Performance Case Studies
for Hospitals

Learn how other Press Ganey hospital clients overcame obstacles and implemented solutions that improved performance and success.

Clinical

  • Blessing Hospital: The Next Big Challenge

    Blessing Hospital in Quincy, Ill., has long been a leader in using data to drive operational and clinical improvement. In 2010, hospital leaders were looking for the next level of improvement. The wide-ranging nature of Blessing’s challenges necessitated the implementation of an enterprise-wide approach to improving patient flow and operations, focused on those areas of the hospital with the greatest impact on overall hospital census, cost and revenue: the operating room, emergency department, cardiac catheterization lab and inpatient areas. (2012)

  • Baptist Healthcare Uses Analysis of Impact of Payment Reform to Drive System-wide Improvement

    Like most other providers, Baptist Healthcare System in Kentucky is focused on the issues it needs to resolve to keep full payment under value-based purchasing. With an analysis showing that it has $66 million at risk over five years, it began a system-wide improvement effort. However, it soon found that best practices were not being implemented at all hospitals and performance on some clinical measures was lagging. Baptist realized it needed a more holistic set of interventions. (2012)

  • Long Island College Hospital: Improving Heart Failure Outcomes Through Patient Teaching

    Research shows that heart failure (HF) inpatients educated in all six HF discharge instruction items required by The Joint Commission and Centers for Medicare and Medicaid Services (CMS) core measures are less likely to be readmitted than patients who miss one or more item. Long Island College Hospital set a short-term challenge to ensure that all six key discharge instruction items were addressed for all heart failure patients and to raise their compliance above the national average, then about 85%. The overall objective was to improve heart failure outcomes through improved patient teaching. (2010)

  • LSU Bogalusa Medical Center: Improving Quality Through Cultural Change

    LSU Bogalusa Medical Center (BMC) is the product of a 2002 merger of Washington-St. Tammany Charity Hospital and Bogalusa Community Medical Center, and is one of seven hospitals in the LSU Health Care Services Division (HCSD). Following the merger, the medical center's performance on many of the core measures was below average. With core measures results published on the Hospital Compare web site and future Medicare reimbursement increasingly based on core measures performance, it was critical to work to improve the quality of patient care and core measures performance throughout the organization. (2010)

  • New York Hospital Queens: Improved Communication, Dedicated ECG, Reduce AMI Door-to-balloon Times

    The Joint Commission and Centers for Medicare and Medicaid Services (CMS) acute myocardial infarction (AMI) core measures require that STEMI patients taken to a facility with percutaneous coronary intervention (PCI) capability must be reperfused within 90 minutes of arrival, also known as “door-to-balloon” time. NYHQ’s challenge was to improve patient care, and their effectiveness and efficiency, by delivering PCI within 90 minutes in all indicated cases. (2010)

  • St. Vincent’s Hospital Westchester: Decreasing Adult Readmissions by Improving the Discharge Process

    The Centers for Medicare and Medicaid Services (CMS) has targeted hospital readmissions to reduce unnecessary health care spending and improve quality of care. St. Vincent’s Hospital Westchester recognizes reduced readmissions as indicative of good clinical care and, further, as a quality indicator of good and effective discharge processes. But, over the years, their adult readmission rates had been consistently above the national mean for psychiatric facilities.Their challenges were to reduce their readmission rate and improve patient satisfaction. (2010)

  • Unclogging the ED by Fixing the OR: WellStar Kennestone Hospital smoothes out elective surgeries to ease patient flow throughout the facility

    Faced with backups in its emergency department in 2007, WellStar Kennestone Hospital found that the issue was not a surge in ED volume, but an inability to get patients being admitted through the ED to inpatient units and competition in the operating suite between emergency cases and scheduled surgeries. (2010)

  • A Sense of Urgency in the Heartland: How a Hospital Rapidly Smoothed Out Patient Flow and Spurred Cultural Change

    In 2008, Heartland Regional Medical Center (HRMC) in St. Joseph, Mo., was like almost every other hospital in the United States in that it was plagued with patient flow problems, particularly in its surgical services. Rather than continuing to struggle, the hospital began a project to solve the root causes of the backlogs. (January 2010)

Partnership

  • A Culture Change at Texas’ UMC Leaves Employees Feeling Empowered and Trusted

    When University Medical Center (UMC) first tracked employee satisfaction with Press Ganey in 2002, it registered at a paltry 35th percentile nationally. So it embarked on a culture change that involved staff members in meaningful change, training leaders and holding departments accountable. (2012)

  • Crittenton Hospital Medical Center: A Case Study in Employee Partnership

    Just a few years ago, surveys at Crittenton Hospital Medical Center in Rochester, Mich., found that employees were simply not engaged in the hospital. New leadership brought a new focus on creating a positive environment for the people who work there. Working with Press Ganey, Crittenton turned disengaged and discontented workers into dedicated partners. (2010)

Patient Satisfaction

  • Raising the Bar Even Higher at the Hospital for Special Surgery

    Even a facility that has risen to the top of the Press Ganey all-facility database for "likelihood to recommend" can't rest on its laurels for long. The Hospital for Special Surgery in New York has seen a surge in surgical volume in the past three years (up 30%), and the challenge has been to balance growth with meeting its goal of continually elevating the quality of service provided to patients and visitors. Based on patient feedback from Press Ganey surveys, other patient input and a review of emerging best practices, hospital leaders knew that taking an interdisciplinary approach toward communication and coordination of care was the most strategic approach to meeting that challenge. Recently, hospital leaders, working with employees, developed a Patient Experience Strategic Plan, which seeks to enhance the pre-operative, surgical and post-operative patient experience. (2011)

  • Our Lady of the Lake Regional Medical Center: A Playbook for Winning on HCAHPS

    Officials at Our Lady of the Lake Regional Medical Center in Baton Rouge, La., were shocked by the first posting of publicly reported data from HCAHPS in 2008. With the knowledge that before long those scores would have an impact on Medicare reimbursement, the hospital went to work. After a hospital-wide review, OLOLRMC adopted a potent combination of process changes, shared decision-making and a new organizational structure around service excellence. The improvement effort focused on a few HCAHPS domains: communication with nurses, noise reduction, pain management, discharge instructions, medication education, venipuncture and responsiveness of hospital staff. As a result of the efforts, OLOLRMC's "always" rating for the overall rating on HCAHPS question has improved 21% since 2007, while the "recommend" score rose 14%. (2011)

  • A Fast Track to Emergency Department Success

    In 2005 Reading (Pa.) Hospital and Medical Center opened a new, state-of-the-art emergency department to meet the demands of a growing volume of patients. Unfortunately, the old problems of long wait times, high rates of patients leaving without treatment and low patient satisfaction scores also moved into the new facility. After 2008, things changed. By placing a physician and nurse in triage, taking patients immediately from the front door to an ED patient room, standardizing treatment protocols and communicating more effectively with patients, Reading has had a remarkable turnaround in performance. (2011)

  • Empowered Employees, Satisfied Patients at Baptist Easley Hospital

    The hospital leaders at Baptist Easley Hospital in Easley, S.C., a 109-bed, not-for-profit, general acute-care facility, wanted to become the provider of choice in their region, but they knew they had some issues with dissatisfied employees and physicians. How can a hospital succeed in serving patients if its employees and physicians aren't happy with their jobs? It's a simple question, and yet many health care providers fail to ask it. Six years ago, Baptist Easley Hospital did. Its response has been a top-to-bottom commitment to addressing the physical, emotional and spiritual needs of everyone who works at the hospital, which in turn has paid off in better care for patients and more satisfied patients. (2010)

  • Welcome to the ED: I’ll Be Your Concierge Today - At Staten Island University Hospital, administrators guide patients to their beds

    In June 2009, a four-year-old effort to improve patient satisfaction with the ED on the north campus had failed to deliver the desired results. The department was achieving solid clinical results, but scoring at the low end of the scale on patients’ “likelihood to recommend” the facility as a good place to receive care. The staff was getting ready to move into a gleaming new 40,000-square-foot ED, but leaders feared that if they didn’t act quickly, they would only be transferring old habits and processes to the new facility. (2010)

  • After “The Match,” a First Lesson: At Oregon Health & Science University, doctors are indoctrinated early to a culture of service excellence

    The 2007 arrival of John Ma, MD, as chairman of OHSU’s Department of Emergency Medicine marked a new emphasis on service excellence for both front-line staff and medical residents. All incoming residents now receive a letter discussing the role of service excellence in the ED, are trained on customer service principles their first day at the hospital and shadow a patient through the entirety of a single ED visit. By training residents, Ma hopes to spread best practices in service excellence to other institutions. (2010)

  • Listening Leads to Action at Tahoe Forest Hospital

    Tahoe Forest Hospital, the flagship of Tahoe Forest Hospital District in Truckee, Calif., had two major challenges on patient satisfaction: Patients didn't feel as if they were able to spend enough time with physicians or that physicians were sufficiently concerned about their questions or worries; and the hospital's inpatient food service ranked at the 17th percentile nationwide on the Press Ganey database. As a result of a strategic initiative that utilizes quality improvement techniques to target customer service, the facility now scores above the 90th percentile for its integrated HCAHPS inpatient survey, and the inpatient dietary department now ranks above the 90th percentile in the all-facility database. (2010)

  • A Tale of Two Hospitals: Putting Best Practices to Work in an Integrated Health Care System

    MetroWest Medical Center has partnered with Press Ganey for patient satisfaction surveys, data analysis and improvement resources since 2006. An organization-wide commitment to service excellence has paid off, with satisfaction scores surging from below the 25th percentile nationally to being well on the way to meeting MetroWest's goal of the 75th percentile across services in 2009. (September 2009)

Safety

  • Safety First: Culture Shift Improves Event Reporting at Hennepin County Medical Center

    Hennepin County Medical Center faced a challenge common among health care providers: a disconnect between the perceptions of its administrators and those of its front-line staff regarding the hospital's safety culture. Since Hennepin began working with Press Ganey, the hospital has taken several significant steps to enhance its organization-wide commitment to safe patient care. (2009)




LATEST TWEETS
View all tweets >