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Malcolm Baldrige National Quality Award
2010 Award Recipient, Health Care
Photo courtesy of Advocate Good Samaritan Hospital.
Download Printable PDF
Highest-Ranking Official*
David Fox
President
Public Affairs Contact
*At time of award
For more information
Advocate Good Samaritan Hospital
3815 Highland Ave.
Downers Grove, IL 60515
(630) 275-2442
GSAM-Baldrige@advocatehealth.com
http://www.advocatehealth.com/gsam
Advocate Good Samaritan Hospital, an acute-care medical facility in Downers
Grove, Illinois, has evolved during the past 30 years from a midsized community
hospital to a nationally recognized leader in health care. By leveraging its core
competency of building loyal relationships as well as the organizational
transformation of “moving from good to great,” the hospital has achieved exceptional
clinical, service, and financial outcomes.
“Good Sam,” as it is popularly known, features the highest level of trauma services
and perinatal care. Good Samaritan Hospital is part of Advocate Health Care,
named one of the 10 top health systems by Thomson Reuters. The hospital has a
workforce of 2,700 associates, 450 volunteers, and 950 independent physicians
representing 59 specialties. It has revenues of $420 million.
Highlights
Risk-adjusted mortality (actual mortality divided by expected mortality where
1.0 equals the expected) decreased from 0.73 in 2004 to 0.25 in 2010.
A brand preference study of Good Samaritan Hospital and its closest
competitors ranked Good Samaritan Hospital as the overall most preferred
hospital, as well as the top choice for its main service offerings.
Good Samaritan Hospital has established a strategic context and vision for a
synergistic hospital-physician partnership that has enabled the organization to
generate some of the best clinical outcomes in the United States.
Overall patient satisfaction levels for outpatient, emergency, ambulatory
surgery, and convenient care exceed top decile.
First and Foremost a Clinical Enterprise
Good Samaritan Hospital demonstrates high levels of performance in many
process measures for clinical outcomes. Risk-adjusted mortality (actual
mortality divided by expected mortality where 1.0 equals the expected)
decreased from 0.73 in 2004 to 0.25 in 2010.
The Centers for Medicare and Medicaid Services core measure results for
pneumonia, heart failure, heart attack, and surgical care are either
approaching or exceeding the top-decile level, and meet or exceed the levels
of local competitors.
In 2003, Good Samaritan Hospital used Six Sigma methodology to pioneer
improvement of “door-to-balloon” time, the critical period for assessing and
diagnosing a heart attack and delivering the needed intervention. By 2010,
the hospital’s average door-toballoon time was 52 minutes, among the best in
Illinois. The hospital’s Cardiac Alert Program has been benchmarked across
the country, and the Institute for Healthcare Improvement recognized it as an
international best practice.
Using Failure Mode and Effects Analysis (FMEA) to identify opportunities to
improve processes, Good Samaritan Hospital decreased the ratio of observed
to expected postoperative renal failures from 3.0 in 2007 to 0.86 in 2009.
Satisfied Patients, Loyal Patients
Creating an exceptional patient experience is the mission imperative, the
ongoing vision, and is at the core of the Good Samaritan culture. Overall
patient satisfaction levels at the hospital exceed top-decile ratings from Press
Ganey, the largest national surveyor for patient satisfaction, for the following
patient segments: outpatient, emergency, ambulatory surgery, and convenient
care; the hospital also has achieved top-quartile performance for inpatient
satisfaction.
A brand preference study of Good Samaritan Hospital and its closest
competitors ranked Good Samaritan Hospital as the overall most preferred
hospital, as well as the top choice for its main service offerings.
Building Loyal Partnerships with Physicians: A
Strategic Priority
Good Samaritan Hospital has established a strategic context and vision for a
synergistic hospital-physician partnership that has enabled the organization to
generate some of the best clinical outcomes in the United States. A key
element of Good Samaritan Hospital’s success in advancing clinical
excellence and patient safety is its innovative Clinical Integration Program that
rewards physicians for achieving superior clinical, service, and efficiency
outcomes. Advocate Health Care will use the Clinical Integration Program as
the centerpiece of its Accountable Care Organization (AdvocateCare) model
in the transition to health care reform.
A win-win partnership with physicians has led to breakthrough results in
quality, physician satisfaction at the 97th percentile, and an increase in
market share of 17 percent from 2006 to 2010.
Caring for Those Who Care
Good Samaritan Hospital uses a 12-step process to determine key factors
that affect workforce engagement and satisfaction and then to assess its
effectiveness in addressing those factors. The hospital uses the results, which
are segmented by job classifications and work units, to determine
organizational and department-level tactics for improvement. Survey results
from Morehead, an employee opinion research firm, show overall associate
satisfaction at the 98th percentile in 2009 and 97th percentile in 2010, both
exceeding top decile.
A detailed seven-step Performance Management System promotes high
performance and engagement through integration with Good Samaritan
Hospital’s MVP (Mission Values Philosophy), Standards of Behavior,
cascaded goals from the strategic plan, and leadership competencies. Leader
performance and action plans are managed through a transparent, intranetbased goal performance system. Volunteers are engaged through questionand-review sessions with leaders and an annual seven question survey.
Good Samaritan as Good Neighbor
Community outreach programs include free wellness services, health fairs,
screenings, and lectures throughout the year. Examples include a domestic
violence task force; the Why Wait Program offering free mammograms and
clinical breast and pelvic exams; support for parents who experience a
problematic pregnancy, have a baby with special needs, or have lost a baby;
and the Fun with Fitness Program that addresses childhood obesity.
Good Samaritan Hospital actively participates in Access DuPage, an
innovative community health approach through which Good Samaritan
Hospital’s physicians provide care to the uninsured population. The hospital
provides all diagnostic tests and treatments without charge to Access DuPage
patients. Good Samaritan Hospital provided over $10 million in charity care
through Access DuPage as a part of its total charity care of $28 million in
2010.
Excelling at ‘Funding the Future’
With a focus on “funding the future,” Good Samaritan Hospital has contributed
to Advocate Health Care’s system-wide AA rating representing performance
in the top 10 percent in the industry. GSMA’s net operating margin increased
from 5.98 percent in 2007 to 7.79 percent in 2010.
As a result of Good Samaritan Hospital’s success in creating a culture of
patient safety, malpractice insurance expenses declined 83 percent from
2005 to 2010, saving approximately $12 million.
Good Samaritan Hospital has become a benchmark for gross days in
accounts receivable (AR), reducing the AR cycle from 42 days in 2006 to 32
days in 2009, and generating $66 million in incremental cash.
Advocate Good Samaritan Hospital is a non-profit organization that helps those in need.
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National Malcolm Baldrige Quality Award
Health Care Award Recipient in 2010
Advocate Good Samaritan Hospital provided this image.
Obtain a printable PDF
Highest-Ranking Official*
David Fox
President Public Affairs Contact
*At time of award
For more information
Advocate Good Samaritan Hospital
3815 Highland Ave.
Downers Grove, IL 60515
(630) 275-2442
GSAM-Baldrige@advocatehealth.com
http://www.advocatehealth.com/gsam
Advocate Good Samaritan Hospital, an acute-care medical facility in Downers
Grove, Illinois, has evolved during the past 30 years from a midsized community
hospital to a nationally recognized leader in health care. By leveraging its core
competency of building loyal relationships as well as the organizational
transformation of “moving from good to great,” the hospital has achieved exceptional
clinical, service, and financial outcomes.
“Good Sam
