Posts Tagged ‘George Hayes’

One of the greatest opportunities of being the president and CEO of Poudre Valley Health System is that I often receive the most sincere thank-you cards you can imagine.

I know that George Hayes, FACHE, president and CEO of the Medical Center of the Rockies, and Kevin Unger, FACHE, president and CEO of Poudre Valley Hospital, both receive a huge number as well.

However, George and the staff at MCR received one recently that was truly unique.

This is a YouTube video thank you from Don Koralewski and his family to thank the physicians, nurses and staff at MCR for their great care.

Honestly…how cool is this?

Make sure you watch until the end…the kids are adorable!

Thank you to the staff members who took care of Don and his family. I know all of our patients throughout the health system receive this same level of care. This makes me so proud!

Thanks all…and thanks for taking the time to send this, Don!


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Today’s blog is written by Medical Center of the Rockies CEO George Hayes, who is in London with Craig Luzinski, Poudre Valley Hospital chief nursing officer, and Priscilla Nuwash, president of the PVHS Center for Performance Excellence.

Priscilla Nuwash, Craig Luzinski and I had the privilege of meeting with representatives of the University College London Hospitals today to learn about their organization and what they are doing around organizational change, and initiatives they are undertaking around education, communication, teamwork and leadership.

UCLH is a seven-hospital organization (or “trust”) centered in London, England. Although the initiatives mentioned above started more than two years ago, they have taken on a new sense of urgency given the recently announced budget cutbacks by the British government. UCLH is a “learning” (i.e., teaching) hospital for the UCLH trust. They operate a number of simulation labs in their education center to facilitate learning. They will frequently make video/audio recordings of the teaching events in order to demonstrate the interpersonal interactions that took place. This facilitates not only clinical education, but helps to improve interpersonal relationships and understanding of how teams interact.

We also learned about what they are doing in the areas of implementing the World Health Organization surgical checklist, their Staff College (which is their equivalent of PVHS’s leadership development program), and the approaches they are taking to reduce costs, which is being driven by the budget cuts imposed by the British government.

We concluded the visit with a tour of the 600-bed University College London Hospital and their inpatient pediatric oncology unit. The representatives of UCLH were very interested in the Malcolm Baldrige National Quality Award process and how we have used it to sustain and improve performance.

I believe we all learned a lot from one another and look forward to working together in the future.

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Today’s blog is written by Craig Luzinski, Poudre Valley Hospital chief nursing officer, who is in London with Medical Center of the Rockies CEO George Hayes and Priscilla Nuwash, president of the PVHS Center for Performance Excellence.

Sometimes we think that the challenges in health care only exist in the United States. We think that if the U.S. was like Canada, France or the United Kingdom, life would be easier and the challenges would be less.

As we are finding out life is not always greener on the other side of the fence, or, in this case, the ocean.

Meeting with representatives from the Great Ormond Street Children’s Hospital (GOSH), in London, England, Priscilla Nuwash, George Hayes, and I found that the challenges are more similar than different.

A little bit about GOSH: Since its formation in 1852, the hospital has been dedicated to children’s health care and to finding new and better ways to treat childhood illnesses. Its mission is to provide world-class clinical care and training, pioneering new research and treatments in partnership with others for the benefit of children in the UK and worldwide.

GOSH, a 250–300 bed facility is recognized as an international referral center for outpatient and inpatient pediatric services. Much like Poudre Valley Hospital, they are land-locked in the center of London. Talk about a parking problem. GOSH basically has no parking; it’s serviced primarily by bus, the Underground subway system, and walking.

The National Health Service (NHS), which is similar to a combined Centers for Medicare and Medicaid and Social Security Administration in the U.S., is under heavy scrutiny and likely to go through significant budget reductions in the near future. We were told yesterday that the three largest workforces in the world are the Chinese army, the British Railway, followed by the NHS.

Although significant changes are needed due to the financial burden of the NHS on the economy of the UK, the NHS is seen as a “crown jewel” of pride in the UK. It has been difficult for any of the political parties in the UK to make changes to the NHS due to its complexity and status of pride. Sounds a bit like the health system in the U.S.

In addition to the financial pressures for change, there is increasing pressure for improvement in quality and service outcomes. GOSH has been working on a program simply titled “The Transformation” for the past couple of years. Their aim is to transform the quality of care provided by 2010 in three ways:

  • No unnecessary waits
  • No waste
  • Zero preventable harm

In addition, GOSH has identified the following objectives:

  • Financial sustainability and health
  • Service portfolio and growth
  • Working better together

Sounds a lot like PVHS, without the British accents. We have developed another partnership with an organization with similar a similar vision. Sharing best practices will be valuable as we attempt to maintain and in some cases improve our quality and service outcomes, while being challenged by likely reduction in reimbursement.

Both of our organizations agree that successful transformation of any kind is about people feeling that the change is making an impact on the outcome of their work, versus just going through the process itself.


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