Since 1958, the single red rose has stood as a symbol of the hospital's personal care. It is presented to all patients to welcome them and to serve as a reminder that the patient always comes first at NEBH.
The custom of welcoming each new patient with a red rose was initiated by the late Carl J.B. Currie, a trustee of the hospital, who established the Carl J.B. & Olive Currie Rose Fund to perpetuate this program, a tradition carried on by their son, James W. Currie.
This red rose of welcome has now becomes the hallmark of New England Baptist Hospital. Well over 500,000 of these fragrant tokens have been distributed to patients in the last 50 years, currently at a rate of more than 300 per week.
The tradition of welcoming patients and providing the highest level of care in evident in our patient satisfaction scores. The Hospital consistently ranks in the top 99th percentile nationwide. It is our committed and caring employees who have held us at this esteemed level for many years.
Exceeding Expectations through Respect, Ownership, Superior Service and Excellence
At New England Baptist Hospital, good is never good enough; we strive to be Legendary. This includes creating a truly memorable employment experience, which means we anticipate and exceed our employee's expectations every day. Our commitment to Legendary Service illustrates our commitment to our Core Values of Respect, Ownership, Superior Service and Excellence (ROSE). In 2005, we launched Legendary Service, an initiative designed to focus the organization on providing a higher level of service to patients, visitors and each other. Legendary Service is intended to further enhance our service culture and continues to differentiate us from other health care providers. In 2005, the Legendary Service Team, made up of 19 individuals including nurses, physicians, managers, staff, directors and vice presidents, worked with an external team of experts to develop our Legendary Service program, which includes our Vision, Mission, Motto and Service Standards.
Service is emotional, and you can tell when someone is just trying to get through the day. At NEBH, we want people to be excited about their work - engaged, empowered and fulfilled. All staff has committed to uphold our Service Standards which also define how we interact with each other. Since 2004, we have achieved the highest level of patient satisfaction reaching the 99th percentile for patient satisfaction nationally for the fourth consecutive quarter and for the eighth time since 2004. This is an amazing achievement and one that each and every NEBH employee takes pride in!
Staff at NEBH is empowered to not only acknowledge a service failure but also immediately take action to resolve it. All staff receives specific tools and training on Service Recovery. Every staff member is empowered with a "wallet" which has items to correct a service failure or delight a patient or visitor. Every employee has access to resources at any time of the day without manager approval so that they may do something special, whether it is purchasing batteries for a hearing aid or a personalized gesture for an anxious family member who is waiting. Our staff is so creative that we share successes of how staff has used Service Recovery in The Daily Dose so that we can continue to learn from each other. We continue to examine every aspect of how people interact with NEBH and what we can do to enhance the service experience. We continue our journey towards Service Excellence, and since implementing our Legendary Service Program, we now travel the same road together.
Respect:
Respect demands an environment of integrity, trust, and courtesy with regard to fellow employees, physicians and patients.
Ownership:
Ownership means being accountable to our core values and using resources appropriately.
Superior Service:
Superior Service results from the attitude that all customer requests are reasonable and addressed in a timely, accurate, compassionate and friendly manner.
Excellence:
Excellence is meeting or exceeding the expectations of patients, staff and employees by achieving optimal outcomes through continuous evaluation and improvement of programs and services.