A little more than 10 years ago, the Kansas University Hospital in Kansas City, Kan., was facing a crisis. According to various observers, it was one of the worst university hospitals in the country. It was losing money, its reputation was shattered, the physical plant needed massive improvements, morale among its employees was bad, patient numbers were falling, and, according to one analyst, there were only two options: close the hospital or try to sell it.

Today, the hospital is one of the nation’s best. This isn’t chamber of commerce talk but is based on national accrediting officials. KU Hospital is in the top five or 10 in most every teaching hospital category. New buildings are being added to the campus and revenues are at new highs. Patient satisfaction is in the top percentile, and patient numbers are hitting record highs.

It’s a great success story.

This is the result of a combination of actions starting with former KU Chancellor Robert Hemenway’s visionary commitment to spin the hospital off from state funding and from the KU Medical Center. The hospital became its own public authority. It faced a massive fiscal crisis, and, according to a knowledgeable observer, this forced numerous unconventional actions.

Charter members of the hospital board of directors had the courage, vision and commitment to bring about painful and long-overdue changes. Irene Cumming was brought in to be the hospital’s president and chief executive officer. Strong recruiting efforts were put in place and, within a relatively short time, the hospital, its staff, the physical plant, morale, patient care, patient numbers and the hospital’s fiscal condition all started to change for the better.

The role and commitment of Cumming cannot be overstated. She was tough and demanding, and she fought for the hospital every time there was a challenge. Many efforts were made to curb her power and initiatives, but she persevered and won the battles. After bringing about major changes and making sure the hospital was on the right track, she stepped aside, handing the reins to Bob Page, the current president and CEO.

He, along with Board Chairman Bob Honse and the rest of the board of directors, has continued to build the hospital into a stronger, nationally recognized facility.

This past year, the hospital enjoyed record revenues. Patient satisfaction remains high, and patient number set a record. The caliber of the staff is excellent, and capital investments are helping make the overall hospital an even more advanced and outstanding facility.

Why bring the KU Hospital story up at this time?

It’s simple. Ten or 12 years ago, the hospital faced a crisis situation.

Today, the KU campus here in Lawrence is facing several challenges. Some may call it a crisis; others may call it a fragile situation; and some will suggest there is no reason to be concerned.

Facts are facts, however, and there are many similarities relative to leadership, fiscal soundness, morale, the physical plant and the national reputation of the hospital 10-12 years ago and today’s climate at KU. Rather than a board of directors, KU has the Kansas Board of Regents, and whether or not regents have the same commitment, vision and courage displayed by the hospital’s directors is debatable. The hospital’s leadership demanded changes.

The hospital’s vision and commitment is to “lead the nation in caring, healing, teaching and learning.” This is what’s driving the hospital and its staff. It’s Kansas City’s best hospital, and its leaders are intent on making it one of the nation’s best. It already is in the top five or 10 in many health care categories.

Is there the same desire on Mount Oread, in Strong Hall and in the regents office in Topeka? It’s easy to talk about grand-sounding goals and objectives, but it’s something quite different to have the courage to make painful changes to bring about major improvements.

How long can KU afford to tread water rather than move forward with powerful strokes to achieve excellence and true leadership?