Don't just take it from us. Here's what health care leaders say:
“The hard work is worth it. Getting to preeminence …. is where we want to be, and we know that the Baldrige framework will help us get there.”
—Greg Haralson, Chief Executive Officer (CEO), Memorial Hermann Sugar Land Hospital, 2016 Baldrige Award Recipient
“We wanted to excel at each of our [vision] Pillars—Best Place to Receive Patient-Centered Care, Best Place to Work, Best Place to Practice Medicine, Best Place to Learn, and Best Place to Refer Patients. We began our Baldrige journey in hopes that we could learn from the process and from the feedback. And learn we have! The Baldrige framework gave us a road map to excel in all of these areas.”
—David Ramsey, President and Chief Executive Officer, Charleston Area Medical Center Health System, 2015 Baldrige Award Recipient
"Before we engaged with the Baldrige Criteria, we thought that we wanted to be the best community hospital anywhere. And then we started to use the Baldrige Criteria, and we started to dream bigger. We thought about being the best hospital in the nation."
—Jayne Pope, CEO, Hill Country Memorial, 2014 Baldrige Award recipient
"[We adopted the Baldrige framework] to really know whether we were getting better and ... benchmark ourselves against organizations, not just in our industry but across industries. ... [Baldrige provided us] a disciplined and organized process to get better as an organization, external expertise, and someone who can give us feedback on where we're going as an organization."
—David Huffstutler, President and CEO, St. David's HealthCare, 2014 Baldrige Award recipient
"The Criteria really focused us . ... To stay on track and get results for our patients—both quality and safety—you have to have an engaged workforce. ... When everyone's engaged, we have very consistent results."
—Janet Wagner, CEO, Sutter Davis Hospital, 2013 Baldrige Award recipient
"[Baldrige] isn't just about improvement and measurement. It is about our core values, our culture, and—ultimately—our vision for the future. If we truly wanted to be a model for this nation's health care organizations, we had to take a long and hard look at our faults. And we had plenty. At the same time, we were achieving great success—having turned around a financially ailing health system in one of the country's worst economic climates. So, we didn't want to slow down much of the great work that was already happening.
For those considering the Baldrige framework, I want to testify to the magnitude of the results you can achieve. It can get discouraging, but I urge you to be relentless! When we occasionally grew tired, we fired up our strategic advantage—a "Can Do" Spirit—and reminded everyone that it was the use of the Baldrige framework that had boosted our ability to deliver better care to our patients. And, in the end, that is the most important thing. Delivering better care to our patients—and having a greater and more positive impact on the lives of all of our customers."
—Nancy Schlichting, CEO, Henry Ford Health System, 2011 Baldrige Award Recipient
"Schneck first implemented the Baldrige framework four years ago to accelerate and prioritize our performance excellence journey. The Baldrige criteria and our unwavering commitment to quality, satisfaction, and continuous improvement have helped us toward our vision to be an organization of excellence, every person, every time."
—Gary Meyer, President and CEO, Schneck Medical Center, 2011 Baldrige Award Recipient
"Baldrige . . . has offered us a way to systematically evaluate our entire organization and understand the link between the hundreds of processes that make up the health care experience. . . . We've spent considerable time making improvements based on our Baldrige feedback. We've figured out how to deploy a consistent message throughout our organization. Our HR goals are now part of our strategic plan. . . . We have developed a complaint management process that is used systemwide. And we now benchmark against the highest-performing companies, whether or not they're in health care. Best of all, we've figured out how to translate our mission imperative—that is, 'exceptional health care services'—into specific and measurable goals."
—Sister Mary Jean Ryan, FSM, president/CEO, SSM Health Care, 2002 Award recipient