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Results with Baldrige in Health Care

(links are to organization profiles)

 Hill Country Memorial

  • Truven Health Analytics named Hill Country Memorial (HCM) one of the "Top 100 Hospitals" all three years preceding its Baldrige Award. Becker’s Hospital Review selected HCM as one of its "Top 100 Great Community Hospitals" the year it received the Baldrige Award. What’s more, Healthgrades consistently scores HCM in the top 10 percent nationally for patient safety, general surgery, gastrointestinal care, and joint replacement.
  • HCM ranked in the top 10 percent nationally for satisfaction and engagement scores of both employees and independent physicians in 2013 and 2014.
  • HCM demonstrated significant improvements in its financial performance over the three years leading to its Baldrige Award. During that period, HCM’s net income increased from $10 million to nearly $20 million, ratios of cash flow to total debt improved from 50 to 60, and ratios of cash and investments to debt improved from less than 1.5 to higher than 3.

St. David’s HealthCare

  • During each of the four years leading to its Baldrige Award, St. David’s HealthCare (SDH) achieved composite performance on core measures reported by the Centers for Medicare and Medicaid Services (CMS) that was at or better than the top 10 percent of health care systems nationally for each disease group.
  • Through its "Service Excellence Initiative" and other efforts to address patient and customer needs at all stages of the health care experience, SDH’s patient satisfaction scores, as assessed by Hospital Consumer Assessment of Healthcare Providers and Systems (HCAHPS), improved in each of the four years preceding its Baldrige Award.
  • From 2008 to 2014, SDH provided more than $1 billion in uncompensated care, with the amounts increasing each year. During that period, SDH also provided at least 6 percent of its net revenue to charity care—150 percent more than is required under St. David’s Foundation’s nonprofit status.

Sutter Davis Hospital

  • Scores for Sutter Davis Hospital (SDH)’s performance in providing quality health care for specific patient treatment groups such as those with acute myocardial infarction, congestive heart failure, and pneumonia, ranked in the top 10 percent nationally for the three years preceding its Baldrige Award.
  • SDH has exceeded the top 10 percent benchmarks nationally for readmission rates and average length of stay for patients treated for pneumonia, heart failure, and acute myocardial infarction, as well as outperforming benchmarks for average length-of-stay measures for both Medicare patients and overall inpatient care.
  • SDH has demonstrated high standards for work and process efficiency, including decreasing the average door-to-doctor time in the emergency room from 45 minutes to 22 minutes in four years, which was well below the state benchmark of 58 minutes at that time.

North Mississippi Health Services

  • North Mississippi Health Services (NMHS) demonstrated high patient satisfaction, with weighted scores at or above the national 90th percentile on Press Ganey Associates surveys, all four years leading to its 2012 Baldrige Award.
  • Despite its location in what has been called “the nation’s epicenter of poverty,” NMHS is the only health care organization in Mississippi or Alabama with a Standard & Poor’s (S&P) AA credit rating, which it has held for the past 18 years.
  • NMHS improved health in the rural communities it serves through its efforts to manage diabetes; increase colorectal cancer screenings; and decrease the number of smokers in the region, which declined by 7 percent since 2004 to 15.6 percent in 2012.
  • The system’s flagship hospital North Mississippi Medical Center (a 2006 Baldrige Award winner) demonstrated performance at the 100 percent level for Joint Commission-accredited hospitals in 26 of 30 Surgical Care Improvement Project core measures. And its strong focus on patient safety led to zero central line-associated blood stream infections in its intensive care unit for two years.

Henry Ford Health System

  • Prior to receiving the 2011 Baldrige Award, Henry Ford Health System (HFHS) demonstrated performance on core measures publicly reported for the Centers for Medicare and Medicaid Services (CMS) at the 90th percentile for 75 percent of the reporting areas across the system’s seven inpatient hospitals.
  • HFHS maintained a positive net operating income of greater than $25 million per year from 2007 to 2010, despite increases in uncompensated care from approximately $130 million in 2007 to approximately $200 million in 2010.
  • In 2011, the organization’s Health Alliance Plan was rated number one for member satisfaction among all health insurance plans in Michigan by J.D. Powers and Associates.
  • HFHS contributed an overall economic benefit to southeast Michigan of $5.8 billion in 2010 through its efforts and activities to support the community.

Schneck Medical Center

  • Schneck Medical Center (SMC) consistently demonstrated high levels of performance in relation to patient-focused health care measures in the years leading to its 2011 Baldrige Award, scoring 100 percent on 17 of 22 core measures reported for the Centers for Medicare and Medicaid Services (CMS) in the second quarter of 2011.
  • SMC demonstrated role-model performance in maintaining overall rates of hospital-acquired infections at or below 1 percent from 2008 to 2011.
  • SMC achieved highly favorable performance on patient satisfaction surveys in the years leading to its Baldrige Award, meeting or exceeding the top 10 percent or top 25 percent levels on nine of ten measures of the national Press Ganey Associates surveys.
  • SMC demonstrated excellence in measures of its operating margin, cash flow, and cash position in the years leading to its Baldrige Award, with its reported results comparing favorably to the Standard & Poor’s (S&P) “A” and “AA”-rated median levels.

Southcentral Foundation

  • In 2010, Southcentral Foundation (SCF) achieved the highest level of recognition from the National Committee on Quality Assurance (NCQA) for creating a strong primary care system that engages its patients (known as “customer-owners”) and offers a broad range of preventive services and treatment.
  • Care and cost improvements that SCF achieved in the years preceding its 2011 Baldrige Award include increasing same-day access to care, leading to a 50 percent decrease in costly emergency room and urgent care visits; decreasing specialty care by about 65 percent; decreasing primary care visits by 20 percent; and decreasing hospital admissions by 53 percent.
  • SCF consistently increased its total revenue from $120.2 million in 2003 to $201.3 million in 2010, exceeding the Medical Group Management Association (MGMA) 90th percentile in 2010. Third-party payer revenue increased from $7.4 million to $17.9 million in the same time period, also exceeding the MGMA 90th percentile in 2010.
  • SCF reduced the incidence and improved the management of diabetes, a condition experienced by Alaska Native and American Indian people at twice the national rate. From 2009 to 2011, SCF’s performance levels for diabetes care exceeded the 90th percentile among results of health plans nationwide.

Advocate Good Samaritan Hospital

  • While featuring high-level trauma and perinatal care, Advocate Good Samaritan Hospital (“Good Sam”) had revenues of $420 million in 2010.
  • This hospital decreased risk-adjusted mortality (actual mortality divided by expected mortality where 1.0 equals the expected) from 0.73 in 2004 to 0.25 in 2010.
  • In the years preceding its 2010 Baldrige Award, this hospital achieved results on core measures of pneumonia, heart failure, heart attack, and surgical care that either approached or exceeded the national top-decile levels of results reported to the Centers for Medicare and Medicaid Services.
  • This hospital’s Cardiac Alert Program has been benchmarked across the country, and the Institute for Healthcare Improvement recognized it as an international best practice.
  • For key patient outcomes, AtlantiCare was ranked in the national top 10% by the Centers for Medicare and Medicaid Services.
  • AtlantiCare exceeded the Professional Research Consultants’ national 90th percentile for several areas of customer satisfaction from 2007 to 2009 and led the market in customer preference in 2008.
  • Workforce engagement ranked close to the 90th percentile nationally, and turnover rates for nurses were substantially lower than the state average for hospitals.
  • AtlantiCare provided 90% of the free care in the county in 2008.

Heartland Health
  • Overall outpatient satisfaction ratings were at 90% between 2006 and 2009.
  • The Community Health Plan ranked above the National Committee for Quality Assurance’s 90th percentile, and Heartland was ranked in the top 15% nationally for patient safety by HealthGrades.
  • Cost savings resulting from process improvement increased from around $8 million in 2005 to more than $25 million in 2009.

 Poudre Valley Health System (PDF)
  • For patient loyalty, Poudre Valley ranked in the top 1% of U.S. hospitals.
  • Treatment of acute myocardial infarction, heart failure, and pneumonia ranked in the top 10% for national performance standards.
  • Physician satisfaction was in the national 99th percentile.

Mercy Health System (PDF)
  • Against a benchmark of 4%, the community-acquired pneumonia mortality rate was 1.2%.
  • Mercy was named one of “Best Employers for Workers Over Age 50” by the American Association of Retired Persons as well as one of Working Mother magazine’s “100 Best Companies in Which to Work.”
  • 1.8% of hospital revenue and 2% of clinic revenue went to charity care.

Sharp HealthCare (PDF)
  • Net revenue increased $900 million revenue from 2001-2007.
  • Sharp ranked in the top 10% nationally for treatment of non-intensive-care-unit, community-acquired pneumonia.
  • Sharp was one of only nine health care organizations to receive the “100 Most Wired” award for nine consecutive years.

North Mississippi Medical Center (PDF)
  • Overall satisfaction among physicians reached 99%.
  • The deep vein thrombosis (blood clot) rate fell 65% and the pulmonary embolism rate fell 45%, resulting in cost savings of more than $760,000.
  • North Mississippi saved $11 million due through care-based cost management.

Bronson Methodist Hospital (PDF)
  • Patient satisfaction reached 97%.
  • The Medicare mortality rate decreased from 4.8% in 2002 to 3.5% in 2005.
  • Turnover was 5.6% for employees and 4.7% for registered nurses, and vacant positions for registered nurses fell 6.5%.

Robert Wood Johnson University Hospital Hamilton (PDF)
  • Retention rates reached 96% for employees and 98% for registered nurses.
  • Patient satisfaction with the Emergency Department reached 90%.
  • Market share for cardiology, surgery, and oncology grew 30%.

Baptist Hospital Inc. (PDF)
  • Baptist ranked in the 99th percentile for overall satisfaction among inpatients, outpatients, ambulatory surgery patients, and home health care clients.
  • Hospital staff morale was 84% positive.
  • Baptist donated 6.7% of total revenue to the care of indigent patients.

Saint Luke's Hospital of Kansas City (PDF)
  • Saint Luke's ranked in the top 5% of U.S. hospitals in total margin and operating margin.
  • For financial performance, the Council of Teaching Hospitals ranked Saint Luke's in the top 5%.
  • Of the 21 facilities in the market area, consumers ranked Saint Luke's as having the highest-quality health care and the best doctors and nurses.

SSM Health Care
  • 33% of the previous year’s operating margin was allocated to the care of people who cannot pay.
  • Against a benchmark of 64%, SSM gave coumadin treatment to more than 80% of patients with congestive heart failure and atrial fibrillation.
  • SSM reached national benchmark levels for the percentage of heart attack patients receiving lipid-lowering agents to decrease morbidity and mortality.

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