The Industry Speaks

“Measurement leadership, like that provided by Press Ganey, can be a basis for feeding into the further development of publicly reported consensus measures, as a basis for reimbursement, as well as for supporting consumer choice systems that private plans implement or the government implements in Medicare. And with a broader internal set of analyses and measures that underlie the publicly reported measures, the hospitals that participate in more intensive measurement efforts can have a better understanding of why they’re performing the way they are performing and how they can improve in their measured performance.”
Mark McClellan, MD, PhD, former Administrator, Centers for Medicare & Medicaid Services (CMS)

“In my opinion, having accurate measurement and an appropriate focus makes all the difference. When you can go in front of the emergency department and tell them you are in the 2^nd or 3^rd percentile of the Press Ganey database, they understand what that means. That gets their attention and they get focused. That is why having an accurate measurement system is so important. There is nothing more motivational for employees than to realize there is opportunity for improvement.”
John Heer, President and Chief Executive Officer, North Mississippi Health Services (2006 Malcolm Baldrige National Quality Award Winner)

“The ROIs of improved employee satisfaction have been fabulous. There have been reductions in turnover and vacancy, all of which translate into higher patient satisfaction scores and profitability. If you have happy employees, your facility will be a place people will want to go to have treatment.”
John Federspiel, President, Hudson Valley Hospital Center, Cortlandt Manor, NY

“You cannot move the safety agenda until you have a culture that is amendable to safe practices. It’s important to survey so you can see where you organization stands in regard to the culture and the acceptance of safe practices, and where employees and physicians feel you are currently at so that you can build your action plan to address those issues.”
Monica Ray, Process Leader of Quality, Safety and Risk, Heartland Regional Medical Center, St. Joseph, MO

“Press Ganey helped us to realize where we were in relation to our peers and what it would take to improve. We use the Priority Index for relevant, realistic, attainable targets to make improvements. We’re much better than we were and I attribute the stability of the tool and the information being so consistent and available.“
Redge Hanna, Director of Service Performance, Emory Healthcare, Atlanta, GA

“If you meet the needs of physicians and they become more satisfied with your hospital, (patient) volumes and the business of the hospital are likely to improve as well. More importantly, addressing physician concerns, like operational issues, can improve the efficiency of physicians so that they can better take care of the patient. Ultimately, this forwards our mission, which is really to improve the health of the community.”
Dr. Ian Jones, VP of Clinical Performance, Sherman Hospital, Elgin, IL

“We are very clear that physicians are the key to our growth. With satisfied physicians our business will increase.”
Patricia Turner, Executive Director, ShermanChoice, Elgin, IL

“I think the most useful thing about Press Ganey is to be able to drill down on eCompass and know exactly what you are doing well, what you’re not doing well, and then identify ways to improve on areas where you’re not doing very well.“
Brett Richmond, Service Leader of Business Development, Heartland Clinic, St. Joseph, MO

“I feel that Press Ganey was one of the tools that assisted us in our Baldrige journey. I think all of us feel the robust data base gives you the opportunities to go in and focus in on things that are considered highly correlated with patient satisfaction. Other satisfaction tools that are out there don’t give you the same kind of information. ”
Chuck Stokes, President, North Mississippi Medical Center, Tupelo, MS (2006 Malcolm Baldrige National Quality Award Winner)

“Nurses and therapists that are out there, they own that patient satisfaction. It’s not a numbers game for them. They truly want people to be satisfied. They think they are the best. So when you give them data that says, wait a minute, you might not be (the best), that gets their attention.”
Judy Balcitis, Director of Home Care, Sherman Hospital,
Elgin, IL

“Let’s just talk about your distribution center. The cost of getting the information collected, assembled, returned, and then distributed. It’s a very good deal we could never replicate. It’s very efficient.”
Steve Wenger, Process Leader, Market Research-Health Improvement Heartland Regional Medical Center,
St. Joseph, MO