Recognizing Pinnacle Achievement

Barry’s positive attitude and natural ability to connect with others make him a role model for both coworkers and fellow SEAs. He goes above and beyond to support those around him, looks for ways to improve processes, and helps create an environment where residents and coworkers feel valued and supported.

Beatriz is someone people can always count on for help. She looks for creative ways to improve processes, contributes ideas through numerous DO IT projects, and goes above and beyond to support patients and coworkers. Her compassion and resourcefulness are evident in everything she does, and she inspires those around her to strive for excellence.

Cristal leads by example through compassion, initiative, teamwork, and an unwavering commitment to serving others. Her hard work, positive energy, and dedication have made a meaningful impact on her patients, colleagues, and the organization as a whole. She is a bright light in the workplace and a valued member of the team.

LaShay creates an atmosphere where people feel valued, confident and inspired. Her natural ability to teach and connect with others has made her a trusted mentor to fellow SEAs, Ambassadors, providers, and coworkers. She goes above and beyond to support others and helps make Service Excellence something people want to embrace.

Megan quickly proved herself as an SEA, taking on the role as a newcomer and exceeding expectations. She takes initiative, communicates with confidence, and volunteers her time to support and teach other SEA groups. Her positive attitude, encouragement, and willingness to step up have made her a strong role model for others.

Michelle inspires others through her actions, enthusiasm, and genuine commitment to Service Excellence. She offers encouragement and uses her creativity to positively influence those around her. Her leadership and dedication help create a welcoming culture and make a positive impact throughout the organization.

Aryan has become a trusted resource for SEAs, helping them feel confident and supported. She brings creativity to Service Excellence by personalizing workshops, improving training materials, and helping implement initiatives that recognize employees. Her leadership and encouragement have made a positive impact on employee morale and the culture across Ampla Health.

Cindy is dedicated to making a difference and always looks for ways to support others. Her leadership helped build a partnership with Doors of Hope to provide essential items to families in need. Her compassion and enthusiasm inspire others to get involved and give back.

Izaak makes developing others a priority, whether he is welcoming new team members, coaching colleagues through challenges, or sharing best practices. He brings people together across departments and encourages them to learn and grow. His commitment to helping others do their best has helped build a more connected workplace.

Kaitlyn brings a positive attitude and willingness to help even during challenging times. She mentors her SEA team, regularly bringing new ideas and helpful suggestions to the table. She also volunteers to teach Service Excellence to new employees, helping them feel welcomed and supported from the start.

Rodger is someone SEAs can count on for guidance, encouragement, and support. He helps teams prepare for workshops, offers feedback to build their confidence, and steps in to present when needed. His dedication to mentoring others and improving the Service Excellence experience has earned him the trust and respect of those around him.

Stephanie is known for making people feel valued and supported, often going out of her way to check in, listen, and help wherever she can. She serves as a trusted mentor and resource for newer Ambassadors and helped bring the Little Food Pantry Restock Tote Initiative to life. She has a way of bringing people together and encouraging them to support one another.

Anna is behind the scenes of every Service Excellence meeting and presentation, making sure presenters are prepared and details are taken care of. She mentors SEAs and Ambassadors while using her creativity to make presentations more interactive and meaningful. Her efforts to recognize employees and celebrate their successes also help build morale across MCHD.

Dean has attended more than 46 Service Excellence workshops over the past two years, offering guidance and encouragement to SEAs as they grow in their roles. He also supports Ambassadors and helps introduce new hires to Fairchild’s Service Excellence culture. His enthusiasm brings people together and makes them excited to be involved.

Hailey has a natural way of helping new SEAs feel confident in their roles, tailoring her coaching to each person’s strengths. She is always willing to step in when someone needs help and encourages participation in Service Excellence across departments. She also takes the time to recognize others’ accomplishments and make sure their efforts are celebrated.

Julie went above and beyond to make sure every SEA felt heard, included, and supported, even coming in on her days off to lead meetings. She brought the team together through team shirts, videos, and time spent getting to know each SEA. Her support helped the team deliver seven workshops and made Service Excellence something employees could truly get behind.

Nancy supported SEAs from preparation through presentation, helping them build confidence and improve their skills. She regularly attended rehearsals to provide feedback and encouragement and was there at workshops to cheer the teams on. Her hands-on support helped create an environment where SEAs felt comfortable learning and doing their best.

Peter makes sure SEAs have the guidance and feedback they need to be successful in their workshops. His coaching contributed to 100% SEA training and workshop completion, with workshop evaluations averaging a perfect 5 out of 5. He continues to use workshop feedback to find ways to make the program even better.

Betsy uses her role as Team Captain to bring more meaningful employee recognition to ReGenesis, including helping revamp the Employee of the Month process. She encourages others to take ownership and gives them support. She is also actively involved in community outreach and advocacy for mental and behavioral health.

Kayce brought seven departments together to tackle a complicated ordering process and find a solution that worked across the organization. She made sure everyone had a chance to share their knowledge and helped the team turn those ideas into action. Together, they created a practical Ordering Guide and a group of trainers to help keep the new process in place.

Kelly keeps her OASIS Team involved by encouraging open discussion, reviewing data, and making sure ideas are carried out. Her team created a process to better support uninsured Emergency Department patients after their visit, helping them with resources and continued care. The work has led to positive feedback and an increase in clinic follow-up visits.

Mary creates an environment where team members feel comfortable sharing ideas. She encourages each person to participate and take the lead on initiatives, including events that recognize and support employees. Her work with the Heart Beat Crew has helped bring staff together and build a greater sense of community.

Michele keeps her team focused by making meetings purposeful and assigning clear responsibilities. When the original Team Captain resigned, she stepped in to recreate the mentor and new employee manuals and keep the project from losing momentum. Her clear communication and ability to keep everyone involved have helped move the mentorship project forward.

Missy stepped into the Team Captain role outside of her comfort zone and has brought people together around person-centered care. She encourages team members to share ideas and work through challenges together. Her team is exploring ways to give patients and families a greater voice in care planning and improve communication with caregivers.

Gabe has helped OASIS Teams bring a wide range of ideas to life, from employee recognition and wellness initiatives to the award-winning Camarena Sluggers staffing solution. He provides clear direction while giving OASIS Teams room to develop their own ideas. His support has helped improve morale and keep OASIS Teams focused on results.

Jamie has spent the past two years helping OASIS Teams stay focused and make progress on their initiatives. She takes the time to listen, offer guidance, and encourage members to take ownership of their work. Her support and clear communication have made her a trusted resource for both OASIS Teams and the Service Excellence Council.

Janet keeps OASIS Teams moving forward while making the work enjoyable along the way. She helps teams work through obstacles, celebrates their successes, and has supported Co-Captains to take on their new roles with confidence. Her willingness to serve a second year as OASIS Super Coach and take on additional responsibilities shows how committed she is to helping others succeed.

Lauren keeps OASIS Teams focused on getting things done and making real progress. She challenges teams to work through barriers, take ownership of their projects, and turn ideas into practical solutions. Her straightforward approach encourages teams to think differently and find better ways to get results.

Stacy brings structure and support to her OASIS Teams, using regular meetings, agendas, and notes to keep projects moving forward. Her guidance helped the Service Standards project finish ahead of schedule, while the other two teams have made significant progress. She listens to everyone and creates an environment where team members feel comfortable contributing.

Emily has embraced the Implementation Coordinator role and is a strong champion for Service Excellence. She keeps meetings and workshops organized, and makes sure SEAs and OASIS Teams stay on track. Her enthusiasm and encouragement help keep staff involved and excited about the work they’re doing.

Heidi took on the Implementation Coordinator role just three months after joining Johnson County Hospital while still learning her own role. Despite leadership changes and other challenges, she kept SEAs and OASIS Teams moving forward and made sure staff continued to receive training. She also created a staff newsletter to keep employees informed and connected.

Lauren brings creativity to Service Excellence while making sure everything stays organized and on track. She has made training more engaging, brought back Spirit Week, and helped create a Service Excellence Game Show for staff. She is also someone others can count on to step in, solve problems, and make sure things get done.

Michelle puts a lot of time into ensuring Service Excellence is successful, from preparing for the rollout to supporting SEAs and OASIS Teams. She makes a point of encouraging others, including helping one nervous SEA gain enough confidence to now want to teach new hires. She also holds leaders accountable and works to keep everyone moving in the same direction.

After 34 years at Fillmore County Hospital, Shari embraced the Implementation Coordinator role with the same dedication she has brought throughout her career. Her strong organization and communication skills have helped keep Service Excellence on track. She goes above and beyond to encourage others and give them opportunities to contribute and lead.

Anna has a way of keeping Service Excellence organized while still making it meaningful to employees across JCHC. She introduced the “SEI Tool of the Month” to bring Service Excellence into everyday work and is someone employees and leaders turn to for guidance. She takes a genuine interest in developing others and helping people recognize their potential.

Bethany’s proactive approach, attention to detail, and problem-solving have helped keep Service Excellence moving forward at MCHD. She has helped develop training that contributed to a 25% increase in clinic CG CAHPS scores. She also makes a point of recognizing employees’ efforts and encouraging continued improvement.

Brenda has helped make Service Excellence part of how CHCL operates every day. She supports SEAs and workshops, coaches employees and leaders, and brings Service Excellence into new-hire orientation and ongoing training. Her strong work ethic and willingness to share her knowledge are evident in everything she takes on.

Megan and Melissa work in sync to keep the many pieces of Service Excellence moving forward. Megan coordinates SEA workshops and makes sure every detail is covered, while Melissa provides direction across the initiative’s projects and challenges. Their partnership helps ensure the SEC, OASIS Teams, Ambassadors, and SEAs all have the support they need.

Tiffani has been a driving force behind Service Excellence at Mayers Memorial, helping guide it from its launch into an established part of the organization. She keeps the many moving pieces on track, works through challenges, and helps leaders and teams turn their ideas into action. Even with a demanding workload, she always makes time to support others.

LaNora helps keep Service Excellence visible in everyday work, from sharing her weekly “Wednesday Wisdom” messages to introducing every new employee to Service Excellence during orientation. She also coaches SEAs and helps lead the “Cheers for Peers” recognition program. Her efforts bring people together and make sure employees feel appreciated.

Molly looks for ways to make care better, including helping develop a pre-visit planning checklist that improved preparation and coordination. Providers and coworkers regularly turn to Molly for guidance because of her strong clinical knowledge. She also takes the time to make sure patients feel heard and understand their care.

Sheridan sees a need and finds a way to address it, including creating the Little Food Pantry for patients, families, and community members. She encourages employees to turn their ideas into DO IT projects, with her department completing more than any other. She makes sure employees know their ideas and contributions matter.

Terri has spent more than 30 years making patients feel cared for as people, not just treating their medical needs. Her influence extends to coworkers as well, including inspiring one employee to pursue nursing and become an RN. Her compassion and encouragement are felt by patients, families, and coworkers alike.

Tim helped train every hospital employee in Service Excellence, bringing humor and authenticity to the workshops. His commitment carries into his everyday work, whether assisting with a patient lift, clearing snow, or helping a coworker. He also welcomes new employees through onboarding tours and continues to serve as a Service Excellence Ambassador.

Chris has spent more than 30 years making care easier and more personal for patients at EBCH. As the hospital’s only Ultrasound Technologist, she makes herself available for urgent scans on her days off to help patients receive care close to home. She also shares her experience with students and new technologists to build their skills and confidence.

Erica goes out of her way to support both residents and coworkers, often picking up extra shifts or adjusting her own schedule when coverage is needed. She takes time to connect with residents and helps new employees feel welcomed and appreciated. Her willingness to step in wherever needed has made her someone people know they can count on.

Jackie takes on multiple clinical responsibilities in addition to her work in Quality, Compliance, and Risk, including providing wound care and assisting with scopes. She shares her nursing knowledge freely and helps new employees feel comfortable and confident as they learn. She is always looking for where she is needed and steps in without hesitation.

Mary has spent her entire 43-year career caring for generations of families in her community. From lifesaving emergency care to helping patients through Cardiac and Pulmonary Rehabilitation, she supports them through every stage of their recovery. Her calm reassurance and encouragement bring comfort during some of their most difficult moments.

Nichole notices what people need and often steps in before they have to ask, whether it’s a resident needing care or a coworker feeling overwhelmed. She has made such a positive impression that one resident called her “the best part of my day.” Her coworkers have also recognized her dedication with numerous GOAT Awards.

Vanessa’s care extends well beyond the operating room, regularly stepping in to help Med-Surg, OB, the Nursing Home, and other clinical areas. She also supports patients’ families, including staying with one family throughout a surgical procedure to provide updates and reassurance. Her calm approach brings comfort during stressful situations.

Ashley makes people feel welcome, whether she is helping a new employee, answering a coworker’s question, or supporting a Service Excellence event. Even on busy days, she takes the time to listen and help. She helps create a culture where people feel valued and appreciated.

Britny has made scheduling more organized and efficient while working to accommodate caregivers’ time off whenever possible. Her attention to detail has saved department leaders time and allowed them to focus on other priorities. When an SEA position unexpectedly opened, she stepped in right away and has since taken on additional responsibility as Co-Implementation Coordinator.

Jess takes pride in making every meal the best it can be and is constantly coming up with new ideas for the kitchen. She shares her knowledge with new employees and is always there to help her coworkers when needed. Her positive energy and contagious laugh help make the dining experience enjoyable for everyone.

Ricky is always ready to help, even beyond his usual responsibilities. From fixing a coworker’s flat tire to finding a creative solution for a broken air conditioner during a heatwave, he finds a way to get the job done. He has also been recognized for his courage during a threatening situation, helping protect his coworkers and keeping things under control.

Sherry has helped thousands of people access health coverage, completing more than 4,000 Covered California enrollments. She even spent three days of her own time in court helping a Long-Term Care resident facing financial fraud. Her work has earned her multiple Customer Service and Shining Star Awards.

Sherry helps make stressful hospital visits easier, greeting ER patients at the door and making them feel welcomed. During one busy shift with 22 patients, she helped organize patient flow and keep nurses informed. Her service has earned a 5 Star Press Ganey comment and recognition as an Employee Monthly Superstar.

Amy builds a team where leadership doesn’t come from just one person. She encourages employees to use their own judgment and become confident problem-solvers. When something doesn’t go as planned, she focuses on what the team can learn and do differently next time.

Bee takes the time to listen and share what he knows when employees need help. He gives them room to make decisions, learn from experience, and take on more responsibility. His team knows they can come to him with questions, concerns, or new ideas.

Brett works alongside his staff and is willing to take on the same work he asks of them. Even while overseeing three departments and several construction projects, he remains approachable and ready to help when his team needs him. His hands-on leadership has earned his team’s trust.

Megan trusts her employees to take ownership of their work and gives them opportunities that build on their individual strengths. Her team went from a 2 Star to a 5 Star CMS rating in one year while also becoming agency-free. She encourages open communication and makes sure employees’ hard work is recognized.

Randy works side by side with his team and is always willing to step in wherever he is needed. He encourages teamwork through shared activities and makes a point of recognizing employees for their contributions. He also brings staff together to solve problems and improve patient care.

Zane encourages his team to speak up and work through problems together. When staffing is short, he works alongside his team and helps with patient care himself. His leadership has also helped expand access to free mammograms, diagnostic imaging, and biopsy services for eligible patients.

Alicia takes the time to listen to her patients, advocate for their needs, and make sure they feel cared for. During an extended leadership transition, she helped her team through a facility move while keeping patient care on track. Her knowledge and willingness to help make her someone others can count on.

Ayanah sees the person behind every patient and often does more than expected to make them feel cared for. She has brought patients food, provided rides home, and stayed after her shift to sit with someone who needed her. She’s able to remain calm during emergencies and helps others know what to do.

Emily takes the time to understand her patients as people, not just their clinical needs. She looks for ways to improve care and shares suggestions on how to improve processes. Her participation in the Minnesota Hospital Association’s Leadership Cohort has helped her grow as a nurse and leader.

Joan’s 57-year nursing career has been built around doing whatever she can to make sure her patients are cared for. She has driven through blizzards for home visits and stayed hours after her shift to resolve medication issues. Even after retiring five years ago, she returned part-time because she missed patient care.

Shelby notices the needs that can be easily overlooked and finds a way to meet them. She has purchased supplies for patients with her own money, found food for patients struggling to eat, and created tools to help fellow nurses stay organized. As a leader, she is already looking for ways to help both patients and coworkers.

Sherry makes residents feel at home by taking time to get to know them and their families. She brings them treats, takes them on outings, and even attends residents’ funerals because of the relationships she builds with them. She also mentors new employees and shares her nursing experience.

Amy takes the time to listen to her patients and make sure they feel understood, even on her busiest days. She led Care College efforts to improve patient flow and introduced better ways to track wait times and identify delays. Her patients’ trust in her is reflected in the high demand for her care.

Angie brings calm and confidence to even the most difficult emergency situations while making sure patients feel safe and cared for. She notices the little things too, once offering her own Kindle to a patient waiting alone for test results. She also works closely with nurses, valuing their input and teaching throughout her shifts.

Emily understands that even when a condition isn’t life-threatening, it can still feel frightening for the patient. She listens carefully, answers questions, and makes sure patients and families understand their treatment and what comes next. She also shares her emergency care experience by teaching ACLS, PALS, and NRP.

George sees the person and family behind every medical situation and responds to what they need. From paying for a hotel room for a stranded family to staying until he knew a child was okay, George goes beyond medical care. He also shares his knowledge with nurses in a way that builds their confidence and helps them grow as caregivers.

Greta cares about more than treating the patient in front of her, paying attention to the entire experience surrounding their care. She asks why something isn’t working, looks for a better way, and takes ownership of making changes happen. Her efforts have made a difference for patients throughout the organization.

Karen makes patients feel heard, respected, and confident in their care, earning her one of the highest patient experience ratings among 83 providers. She leads the Sports Medicine Clinic and outreach efforts so patients can continue receiving specialized care close to home. She also volunteers with local youth, giving back to the community she serves.

Dr. Bergeron takes time to listen, answer questions, and make sure patients and families understand their care. He once spent several days contacting surgeons and specialists to find care for a high-risk patient who needed surgery. He also treats nurses as partners, seeking their input and sharing his knowledge to build their confidence.

Dr. Olsen takes the time to explain procedures, answer questions, and make sure patients know what to expect before and after their care. His attention to detail and communication have earned him a 4.9 Star patient rating. As a bilingual physician, he also helps Spanish-speaking patients and families understand their care in their preferred language.

Dr. White listens to both patients and staff, making sure their concerns are taken seriously. When a young patient’s X-ray raised a concern, he sat at eye level with the patient and her mother, carefully explained the need for further testing, and stayed with them through their questions and fears. He brings that same respect to his team, valuing their opinions and giving them opportunities to learn.

Dr. Bailey makes sure patients leave her office feeling informed and cared for, even if spending extra time with them puts her behind schedule. She personally follows up with results and after difficult visits because she understands how stressful waiting can be. Her warmth and sense of humor help her build strong relationships with staff.

Dr. Ammar makes patients feel heard by taking the time to understand their concerns and what is happening in their lives. The trust he builds has made him a physician many patients specifically ask to see. Even as Chief Medical Officer, he remains available to staff and providers, listening to their concerns and helping them find solutions.

Dr. Gard looks beyond a patient’s medical needs and finds ways to help with the challenges affecting their well-being. He has personally purchased and delivered medication for a patient who could not afford it and helped another patient cut enough firewood to heat their home for the winter. He also makes time for last-minute patients and is always willing to help nursing staff when needed.

Alicia encourages caregivers to share their ideas and gives them opportunities to take the lead on improvements. She has even covered nursing shifts so employees can attend training and continue building their skills. Under her leadership, Long-Term Care improved from a 1 Star to a 4 Star CMS quality rating, reflecting the progress her team has made.

Annette recognizes people’s strengths and helps them build their skills and take on new challenges. She introduced a career ladder for Medical Assistants and continues to mentor staff across the Nursing Department. She also served as an SEA while balancing the responsibilities of her leadership role.

Cindy is there when staff need guidance or help working through a challenge. She mentors future leaders and gives employees opportunities to build their skills. She also encourages nursing teams to look beyond clinical needs and make sure patients feel heard and cared for.

Keala notices when someone on her team is struggling and takes the time to check in and follow up. Rather than solving problems for employees, she listens, offers guidance, and helps them become confident in handling challenges themselves. Her employees feel heard and know that she’s someone they can turn to.

Mary has spent more than 30 years helping nurses see what they are capable of and giving them the encouragement to get there. She is the first to ask, “How can I help?” whether that means covering a shift, helping with patient care, or supporting an employee through a difficult day. Her dedication can be seen in the many people she has mentored throughout their careers.

Theresa sets high expectations for her team while giving them the trust to make decisions and take ownership of their work. She coaches nursing leaders to trust their judgment and handle challenges with confidence. She is a nurse at heart, stepping away from her CNO responsibilities whenever patients or staff need an extra hand.

Ashlyn sees possibilities where others may see obstacles and helps to get people excited about making ideas happen. She has taken on responsibilities beyond her original role, including business development and building new community partnerships. Her work has helped the hospital reach more people and build its connection with the community.

Chris brings people together around ideas that can make a real difference for patients and residents. In less than a year, he has secured $450,000 for projects including safety improvements, a handicap-accessible van, and an expanded outdoor patio. He also rallied employees and the community around WYOGives, helping raise more than $72,000.

Heather is willing to question the way things have always been done when she sees an opportunity for improvement. She listens to employees, works with them to solve problems, and recognizes their accomplishments. When challenges arise, she is also willing to step in and work alongside frontline staff.

Lisa takes the time to listen when employees come to her with a concern or idea and helps to find a solution. She encourages staff to take ownership of their work and makes sure their efforts are recognized. She also reaches out to patients personally by sending thank you and sympathy cards.

Tim brings a “we can get it done” attitude and encourages employees to keep looking for solutions when something isn’t working. His support helped the Chronic Care Management team quickly reach its patient enrollment goals. He also takes on projects outside his usual responsibilities, including improving hospital signage and patient wayfinding.

Arlene recognizes what people are capable of, sometimes before they see it themselves. She gives employees at every level the freedom to use their individual strengths while providing the direction and trust they need to succeed. That approach has helped create a culture where employees want to stay and play a meaningful role in the organization.

Ben stays personally involved in Service Excellence rather than simply expecting others to carry it forward. He attends SEC meetings, meets with SEAs, and welcomes new employees through Coffee & Conversation sessions with the Executive Team. He also encourages employees to step outside their comfort zones and take on opportunities that build their confidence.

Dr. Otero makes Service Excellence a personal priority, attending workshops and making himself available to answer employees’ questions. He listens to staff at every level and makes sure frontline perspectives are considered when decisions are made. His involvement shows employees that their ideas and experiences matter.

People want to work for Jennifer, do their best for her, and follow her because they know she values them and will stand behind them. She gives employees the confidence to speak up, take ownership, and make improvements. No matter how difficult the decision is, she always comes back to, “What’s best for the patient?”

Ryan listened when SEAs asked for more involvement with executive leadership and started meeting with them monthly. He then trusted them to lead some of the organization’s most visible employee engagement activities, including GOAT Madness and Hospital Week celebrations. He also joins in himself, often showing up in full costume for themed events.

The 3 of Hearts bring personality and energy to every workshop, using matching shirts, playing cards, games, and a consistent heart theme to make Service Excellence memorable. They know how to read the room and adjust their approach to keep people engaged. Their ability to play off one another makes their presentations feel natural and keeps employees involved.

Team 5 Stars made Service Excellence workshops interactive and enjoyable. They created an environment where employees felt comfortable participating and sharing ideas. Their strong connection as a team and positive energy came through in every workshop they delivered. They also spent countless hours preparing materials and supporting fellow SEAs to make each session a success.

The Beta Blockers delivered memorable workshops with music, humor, and an interactive Jeopardy-style game. They became the first SEA Team in their organization to receive all 5 Star participant ratings for every workshop they delivered, achieving it three times. They also encouraged fellow SEA Teams with handwritten notes and helped with workshop logistics.

The Icebreakers combine Donna’s warmth, Tessa’s ability to connect with people, and Jessica’s collaborative spirit to make fun and meaningful workshops. They use humor and interaction to keep employees engaged while helping them see how it applies to their everyday work. The same principles they teach are reflected in how they treat others every day.

The Calm Response OASIS Team focused on giving employees practical ways to handle challenging interactions before they escalate. They created de-escalation tools and department-specific scenarios, and even role-played situations to prepare managers to train their own staff. Their work has helped employees to feel more prepared for challenging situations.

The Emergency Department OASIS Team focused on closing the gap between the quality of care being provided and how patients perceived their experience. Their work improved Top Box patient satisfaction scores from 67% to 85% and led to changes such as bilingual survey materials and personalized notes to patients. They also corrected the survey distribution process to make sure patient feedback more accurately represented the Emergency Department population.

Employees of the Moment wasn’t afraid to rethink its original plan when the team realized mentorship alone wouldn’t address the organization’s onboarding and retention needs. They worked through a change in leadership without losing momentum and developed a program that could improve over time. Four team members committed to continuing the mentorship program after the project ended.

The Nacho Average Team created the GOAT Awards to recognize employees in the moment instead of waiting for annual recognition events. Employees can recognize coworkers for exceptional service, with recognition boards, monthly drawings, and a GOAT of the Year Award. The program has helped employees feel valued and appreciated while encouraging them to recognize great work in others.

The Ordering OASIS Team took years of different ordering practices and transformed them into one clear process employees throughout the organization can follow. Their comprehensive Ordering Guide brings purchasing, budgeting, billing, and ordering information together in one place and is now used to train employees. The team was able to turn a complicated process into one that is easy to understand and follow.

The Chico Medical DO IT Project transformed an ordinary pediatric exam room into a space designed specifically with children in mind. The colorful rocket and space-themed graphics help make children and their families feel more comfortable and at ease. The project demonstrates that even a simple improvement can have a significant effect on how patients experience their care.

Helping Hands gives employees a way to help coworkers facing unexpected financial hardship while protecting their privacy. The program uses voluntary payroll contributions to provide financial support with expenses such as housing, medical care, transportation, and utilities. So far, 65 employees have contributed to the program, which has provided more than $19,500 in assistance to 31 coworkers.

The Laboratory Patient Flow & Privacy Optimization project began in response to patient complaints about long laboratory wait times. The team redesigned the space, added another blood draw station, and improved coordination between the Laboratory and Patient Access to keep patients moving efficiently. The changes have resulted in shorter waits and positive patient feedback about the new process.

The Pharmacy DO IT Project turned a problem with inaccurate NDCs into a new process for keeping the drug library up to date. Haley reviewed and corrected existing discrepancies and created a tracking spreadsheet for ongoing maintenance. This process helps protect medication pricing accuracy while improving inventory management and financial stewardship.

The White Rose Program introduced a simple way to let employees know when a patient and family are experiencing their final moments together. A single white rose outside the patient’s room reminds staff to lower their voices, limit interruptions, and offer comfort where possible. It started as one nurse’s idea and has since become the standard process for supporting patients and families at the end of life.

The Year II Council took what worked well in the first year and found ways to make Service Excellence an even bigger part of everyday work. They encouraged employees across departments to share ideas, tackle improvement projects, and contribute to positive changes. They also reviewed patient feedback to help guide decisions and address areas requiring attention.

This Council makes sure Service Excellence doesn’t end when a project is completed. They revisit past OASIS and LEAD projects, support ongoing improvements such as the employee mentorship program, and encourage staff to identify new opportunities through DO IT projects. They also keep employee recognition at the forefront through monthly awards and the annual Employee Appreciation Banquet.

This Council made caregiver involvement a priority by bringing frontline employees and leadership together to help shape improvements. They supported an OASIS Team in redefining the organization’s mission, vision, and values, work that was later shared at a national conference. They’ve also helped turn employee ideas into lasting changes, including better onboarding processes and the creation of the CAPP Team to celebrate caregivers throughout the year.

This Council has worked hard to make Service Excellence part of everyday decisions and interactions. In their first year, they helped update the hospital’s Core Values and supported the change to a new patient survey system to gather more useful feedback. They’ve also taken their work beyond the hospital by sharing their goals with the Patient and Family Advisory Council and inviting its members to contribute ideas.

This Council has helped employees take ownership of improving their workplace and the patient experience. They supported employee ideas like GOAT Madness, which turned the DO IT process into a friendly competition that encouraged more staff to participate. Their efforts have also contributed to improved patient satisfaction scores and a culture where employees feel comfortable sharing ideas.

The Swing Bed Growth Team worked to make their Swing Bed Program more accessible and better known in the community. They improved patient transitions and discharge planning, while also reaching out to local organizations to explain the benefits of recovering close to home. With the support of their Marketing Manager, they created a promotional video to help showcase the program and encourage more referrals.

The Swing Bed Program Team has made patient feedback an important part of improving the care they provide. They survey every Swing Bed patient and use the results to discover areas for improvement, while bringing staff from multiple departments together for regular patient rounds. Even after losing key team members, they adjusted their responsibilities and continued providing quality care during these transitions.

The Transitional Trust Builders brought together leaders from across the organization to completely rethink their Swing Bed Program. They renamed it the Transitional Care Unit, improved the care environment, and introduced new ways to educate employees and the community. Within six months, the average daily patient census reached 7.3, which exceeded their goal of 5.5, and the program also achieved a significant increase in revenue.

In its first year of Service Excellence, Carroll County Memorial Hospital has focused on bringing departments together and giving employees a greater say in how things are done. Staff have taken part in improvement projects, shared ideas for better patient care, and found new ways to recognize one another. As a result, employees are working more closely together and taking an active role in making things better.

Community Care of West Virginia made significant progress in its first year of Service Excellence, despite the challenges of having clinics in different locations. They improved communication between employees, created more opportunities for professional development, and used patient feedback to find ways to provide better care. The organization also saw increased patient satisfaction scores and a 4% reduction in employee turnover.

Madison Regional Health System has accomplished a great deal in a short time since introducing Service Excellence. Their Council developed a new Service Recovery Policy, OASIS Teams began creating Service Standards and an employee recognition system, and SEAs started delivering workshops to all staff. They’ve also made changes to how patient feedback is collected, adding Clinic and Swing Bed services to their satisfaction surveys.

Mayers Memorial Healthcare District found a fun way to bring employees together during its first year of Service Excellence. A stuffed goat named Ruckus became a recognizable face throughout the hospital and inspired the GOAT Awards, encouraging employees to recognize and celebrate each other. Along with stronger teamwork and employee involvement, the hospital improved its patient satisfaction percentile rankings in 10 of 11 HCAHPS domains.

Tug River Health Association began its Service Excellence journey with a desire to build on the care they provide to patients and the support they give each other. Throughout their first year, employees embraced new ways of thinking and working together, recognizing that everyone has a role in creating a better experience. Their focus has been on making Service Excellence part of everyday interactions.

Ampla Health has built on its Service Excellence efforts, making teamwork and employee involvement part of everyday operations. Its OASIS Teams have made improvements to patient service recovery and provider support, while leaders remain actively involved through rounding, workshops, and onboarding. The organization has also expanded access to medical, dental, behavioral health, and specialty services throughout Northern California.

Camarena Health is dedicated to making healthcare more accessible for the communities it serves. Through transportation services, a Mobile Health Unit, and medical and dental teams working together, they help patients receive the care they need. Employees also give back through community events and initiatives, including a recent donation of more than 1,000 baby items to support families in need.

Community Health Center of Lubbock provides a wide range of healthcare services to patients who often face financial challenges and barriers to care. Staff work together across departments to make sure patients receive the care and attention they need. The center has also made significant progress in patient satisfaction, with its Google rating increasing from 3.2 to 4.3 Stars.

Hidalgo Medical Services works to make sure patients and families have access to the healthcare and support they need, regardless of their circumstances. Along with a wide range of healthcare services, they provide transportation assistance, health education, and support through Community Health Workers. Employees also take part in projects that have helped improve daily operations and the patient experience.

Salina Family Healthcare Center has made supporting patients beyond their medical appointments an important part of the care they provide. Staff regularly find ways to help those facing financial difficulties, food insecurity, and other challenges, including organizing grocery giveaways and providing care packages. They also work to make sure every patient feels welcome and receives care without judgment.

HSH Thermopolis Clinic takes the time to understand its patients and the challenges they face living in a rural community. Staff work together to make healthcare more accessible, including arranging home visits through a community partnership. Their efforts have helped the clinic achieve a patient satisfaction Net Promoter Score of 90.0.

Moore County Family Health Clinic has made employee support a priority, recognizing that better patient care starts with a stronger team. They introduced a new training process for registration staff and used Care College to bring employees and providers together to address gaps in patient care. These efforts have contributed to a 20–25% improvement in patient satisfaction scores and a reduction in registration staff turnover from 15% to 8%.

Mountains Community Health Rural Health Clinic has worked to give employees a greater role in improving the patient experience. Their Service Excellence Ambassadors have helped address patient concerns, including creating a separate referral phone line to reduce wait times for callers. They’ve also encouraged patients to share feedback through tablet-based surveys, helping the clinic better understand the needs of those they serve.

Northside Medical Clinic has built strong relationships with patients and families who rely on them for their healthcare needs. Even during staffing challenges, employees work together to provide timely care and make sure patients feel welcome and supported. The clinic also gives back through local events and a Lab Promo that helps patients save money on important testing.

Rio Grande Hospital Clinic has earned a reputation for providing excellent care and building strong relationships with its rural community. Named one of Colorado’s Top 5 Rural Health Clinics, it has achieved a Net Promoter Score of 76.2, with patients highlighting the attentiveness and professionalism of its staff. Employees also take an active role in their community, participating in local events and finding ways to help people in need.

Ely-Bloomenson Community Hospital provides essential healthcare to a rural community where the next closest hospital is about an hour away. Patients appreciate being able to receive treatments like chemotherapy close to home, while the hospital continues to improve care through patient feedback and ongoing education. The hospital also gives back through community activities, student internships, and programs that introduce young people to healthcare careers.

Fall River Health Services has seen marked improvements in patient satisfaction, with more patients recommending the hospital and reporting better communication with their care teams. The hospital has also expanded access to local healthcare, achieving 57% growth in outpatient services and strengthening its Swing Bed program. Along with these accomplishments, employees regularly volunteer to support local organizations and community activities.

Johnson County Healthcare Center provides a wide range of healthcare services to its rural community, including emergency care, surgery, and obstetrics. Employees across departments work together to improve the patient experience, helping the hospital achieve higher satisfaction scores in every HCAHPS domain during the first quarter of 2026. The hospital also works with educational institutions to give future healthcare professionals hands-on experience.

Moore County Hospital District has made significant progress in expanding healthcare services and supporting its rural community. Along with introducing programs such as remote patient monitoring and inpatient dialysis, the hospital invests in future healthcare professionals through student training and scholarships. Its commitment to quality care earned it recognition as a National Top 100 Critical Access Hospital in 2024 and 2025.

Rio Grande Hospital understands the importance of employee recognition and teamwork in providing quality patient care. Through its Game Ball Initiative, employees recognize coworkers in other departments who go above and beyond by passing along a football and explaining why they earned it. The initiative has brought departments closer together and encouraged employees to show appreciation for one another.