AHF Members Populate the Becker’s “100 Great Hospitals in America” List
In the world of healthcare, there is a distinct difference between “ancillary” and “essential.” While some see foodservice as a secondary support function, the nation’s top-tier organizations recognize it as a primary pillar of healing.
We want to take a moment to acknowledge the many exceptional organizations, and especially the numerous outstanding AHF member organizations, featured on the 2025 Becker’s Hospital Review “100 Great Hospitals in America” list.
This prestigious recognition is reserved for institutions that set the gold standard in clinical care, patient safety, and innovation. What is most telling, however, is the common thread tying this prestigious organization together: the commitment to insourcing and the self-operated model of healthcare foodservice. These elite organizations understand that foodservice is not an “ancillary” support function to be handed off, but an essential primary service. By keeping food and nutrition in-house, they ensure that the nourishment of their patients, staff, and community is directly aligned with their own high standards of excellence.
The Data of Excellence
It is no coincidence that a significant majority of the hospitals on this year’s “100 Great” can proudly proclaim an insources foodservice department. And what’s more, over 30 of the recognized hospitals are proud AHF Member organizations! This correlation points to a fundamental truth: when an organization prioritizes a “culture of caring,” that culture extends to every meal cooked and every plate served.
Data consistently highlights that self-operated facilities often see higher patient satisfaction scores related to food quality and temperature. When hospitals own their foodservice, they own the patient experience, turning a meal into a moment of healing rather than just a logistical task.
Why Self-Op Defines “Greatness”
Mission Alignment: Self-operated teams are 100% integrated into the hospital’s overarching goals. There is no conflict between a contractor’s profit margin and a patient’s nutritional needs.
Agility & Innovation: Unlike the rigid, “one-size-fits-all” manuals of outsourced providers, self-op leaders have the autonomy to make real-time decisions that reflect their specific environment. Whether it is adjusting menus on the fly to meet sudden supply chain constraints, sourcing from local farms to support the regional economy, or tailoring meal programs to the unique cultural and religious demographics of their patient population, self-operation allows for a level of customization that is mission-critical. This agility ensures that the food served is a direct reflection of the community that the hospital serves.
Investing in the Human Element: Choosing to self-operate is a direct investment in a hospital’s greatest asset: its people. For the healthcare team on the frontlines, high-quality, in-house nourishment leads to greater employee happiness and sustained energy, which translates directly to a higher level of patient care. Equally important, the foodservice staff themselves are treated as essential members of the hospital family, not an outsourced line item. When an organization insources, they send a clear message that every individual (from the surgeon to the sous chef) matters enough to be a permanent part of the organization’s culture and future.
Congratulations!
To our 30+ AHF Member Organizations and all the self-operated teams featured on the Beker’s Hospital Review “100 Great Hospitals in America | 2025” List, CONGRATULATIONS!
Each AHF member on this list exemplifies the impact of self-operation on quality care and employee satisfaction. You have shown the industry that “Greatness” is first achieved by investing in people; that caring about every person within your organization and nourishing every member of your team means nourishing every patient, family member, visitor, and staff member who walks through your doors.
Congratulations to all the organizations recognized for their commitment to excellence.
AHF Members Recognized
AdventHealth Orlando (Fla.).
Aurora St. Luke’s Medical Center (Milwaukee).
Baptist Health Baptist Hospital (Miami).
Cedars-Sinai Medical Center (Los Angeles).
Children’s Medical Center Dallas (Dallas, TX)
Dartmouth Hitchcock Medical Center (Lebanon, N.H.).
Emory University Hospital (Atlanta).
Johns Hopkins Hospital (Baltimore).
Massachusetts General Hospital (Boston)
Memorial Sloan Kettering Cancer Center (New York City).
Nationwide Children’s Hospital (Columbus, Ohio).
Nicklaus Children’s Hospital (Miami).
OHSU Hospital (Portland).
Orlando (Fla.) Health.
Rush University Medical Center (Chicago).
Sanford Medical Center Fargo (N.D.).
Sanford USD Medical Center (Sioux Falls, S.D.).
Seattle Children’s Hospital.
St. Francis Hospital-Tulsa (Okla.).
Stanford Health Care (Palo Alto, Calif.).
Stony Brook (N.Y.) University Hospital.
UAB Hospital (Birmingham, Ala.).
UC Davis Medical Center (Sacramento, Calif.).
UCHealth University of Colorado Hospital (Aurora).
UCLA Medical Center (Los Angeles).
UCSF Medical Center (San Francisco).
UW Health University of Wisconsin Hospitals (Madison).
University of Michigan Health (Ann Arbor).
The University of Texas MD Anderson Cancer Center (Houston).
University of Utah Hospital (Salt Lake City).
University of Vermont Medical Center (Burlington).
University of Washington Medical Center (Seattle).
WVU Medicine (Morgantown, W.Va.).
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Becker’s Hospital Review: “100 great hospitals in America | 2025”
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Interested in learning more about the self-op advantage? AHF’s Self-Operated Support (SOS) Program provides operators with the essential tools to prove their value, from financial best practices to specialized toolkits for responding to contractor threats. Whether you are looking to transition to self-op or need expert guidance to protect your current mission, our team of subject matter experts is here to ensure your organization’s independence and success. >>> HealthcareFoodservice.org/Self-Op-Support-Program