Naming boulevards, buildings, parks or plazas after civic or political leaders doesn’t guarantee a legacy. After all, the Beaux Arts building in Civic Center remains the Carnegie Library — notwithstanding the name change to the McNichols Building in 2002. And no one calls the airport anything but DIA, despite the official moniker of the white-tented icon: Jeppeson Terminal.
That’s why actions, vision and commitment speak louder and longer than letters carved on stone or a bronze plaque. Systemic change benefiting the greatest number of people well into the future is how I define it. And in today’s dismal economic times, I am struck by Mayor Wellington Webb’s foresight in 1987. He championed the transformation of Denver’s public health system into a fully integrated, top-quality safety-net hospital by allowing the city department to become a state-chartered, independent authority.
In fact, Webb’s stewardship of that initiative may prove a harbinger for the future of health care in this country. And that, believe it or not, may be a very good thing for all of us.
Denver Health employs more than 5,000 people, has an annual operating budget of more than $600 million and cares for more than 144,000 patients (one in four people in Denver). Thirty percent of Denver’s babies are born at Denver Health; 46 percent of its users are uninsured.
Denver Health receives 5 percent of its operating budget from the city, while delivering $319 million in uncompensated care — primarily to Denver residents. This is a stunning figure when measured against the local support other major safety-net hospitals receive.
In 2006, the Commonwealth Fund performed a thorough onsite assessment of Denver Health and concluded that it is a “learning laboratory,” successful at providing coordinated care, promoting a culture of continuous quality improvement, adopting new technology, taking risks and making mid- course corrections, and providing leadership and support. It also said:
• Denver Health is an integrated system, equipped with the appropriate tools and infrastructure to provide coordinated care to the community.
• The adoption and incorporation of new technologies into everyday practice results in data-driven feedback, efficiency and consistent quality.
• Innovation at Denver Health has strong support at the top. Leaders clearly communicate their vision: high- quality care derives from a high-quality system. A common mission that reflects this vision binds the leadership and staff.
• Denver Health possesses a market-based strategy, requiring strict accountability, and aligning incentives to encourage the systems approach.
As a member of the Denver Employees Retirement Program, I select the Denver Health Medical Plan as my health care provider. City employees also have this option. Like most of us, I don’t like going to the doctor — hate the wait, the run-around and the insurance nightmares. The quality of care, top-notch medical staff, new facilities and consistently helpful and positive attitude of everyone I have encountered at Denver Health, contradict most of my experience as a well-insured, private health care consumer.
Denver Health has become a recognized national model for the delivery of level one care for all. It is a unique resource, deserving of our respect and support. Wellington Webb’s most significant legacy has the right name: Denver Health.
Susan Barnes-Gelt (sbg13@ ) served on the Denver City Council and worked for Mayor Federico Peña.
