Prize Winner: Columbus Regional Hospital - Columbus, Ind.
Columbus Regional Hospital is actively involved in the pursuit of excellence. The 225-bed, county-owned hospital is dedicated to creating an environment that allows for optimal patient outcomes and the highest levels of patient satisfaction. The hospital has engaged physicians, caregivers and staff of all levels to align themselves with the common focus of high quality for patients.

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Education and strategic planning play particularly important roles for Columbus Regional as they work to meet their goal of improved quality and patient safety. From board members to frontline caregivers, the hospital invests in making sure that everyone is aligned in these efforts. Employees at Columbus Regional are empowered and encouraged to take steps to improve quality. Vigorous benchmarking also helps to drive quality improvement and is supported by the organization' planning process - with each aspect of that process remaining centered on the patient. It is the sentiment of the team at Columbus Regional that by taking care of the patient first, the rest will fall into place.
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Columbus Regional has invested heavily in technology and has implemented an electronic medical record system to improve efficiencies and patient safety. This commitment can also be seen through the bolstered information service staff. This was done with the belief that advances in technology and information services support their core mission of patient care.
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The hospital has adopted an electronic medication reconciliation process, improving timeliness and efficiency, and a wireless communications nurse call system that allows patients, physicians and other members of the care team to contact nurses immediately through portable phones.

Finalist: Cedars-Sinai Medical Center - Los Angeles
Cedars-Sinai Medical Center developed a pervasive culture of quality and safety. A dedication to providing quality patient care and maintaining high patient satisfaction levels is woven throughout the 855-bed teaching facility. The organization's strategic plan is driven around the mission of providing superior quality, safety, service and value for patients.

Hospital leaders work hard to demonstrate that quality improvement is a responsibility shared by everyone.

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Crucial to Cedars-Sinai's success has been the flattening of hierarchy that encourages all employees to generate ideas and participate in process improvement activities. This is particularly noteworthy with an organization of close to 2,000 affiliated-physicians and 9,000 employees.

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