The Health Workers Hall of Fame Association is one of the most exciting new development of the 21st century.
We are the only Association of its kind, delivering the highest value, relevancy and need solutions that expedite Extinguishing Burnout Syndrome (EBS), through the latest innovation in business health science that delivers healthifying solutions and restoration.
All while problem-solving, capturing, and acknowledging the everyday contributions and progress of Health Workers, engaged in making the historic and transformational journey from volume-based to value-based care.
Awards Presentation and Procedures
Awards are presented during the Association Awards Luncheon at the annual Hall of Fame Inductee Ceremony in July, to afford maximum national visibility to award recipients by their peers.
Committee on Awards
The Health Workers Hall of Fame Association Award Committee consists of board members.
They review the Awards Program for continuous improvement, and make program changes and recommendations to the Board of Directors.
The Awards Committee reviews all nominations for awards, and make final selection recommendations to the Association Board of Directors.
The deadline for the receipt of nominations for all Awards is annually on September 30th. Mail or email the submission to the attention of:
Award Administrator, Satisfactology Business Systems Corp, Suite 8500, New York, New York 10007.
From A Hall of Fame Heart
Point of View
We envision engaging more than 50% of health professionals, who make up the social determinants of health industry.
We call upon leaders in both, health care organizations and health professions educational institutions , to join and support our efforts in two ways:
- In building and advancing a systems approach to prevent and mitigate clinician burnout, and
- In supporting our strategies for advancing the professional well-being of Health Workers, across all health settings in clinical and non-clinical titles.
We advance eight “ALL HEART” guiding principles, and encourage every member of our Association to do so as well:
- Always value and respect people.
- Love the work you do and live healthy.
- Lead by a powerful positive example.
- Help others find real meaning and purpose.
- Engage others in making healthier life choices.
- Act with kindness, appreciation and forgiveness.
- Recognize the true value of what people do.
- Treasure building bridges of thankfulness, trust, timeliness and togetherness.
Jerry Wesley, is a Health Care Transformation Futurist and Satisfactologist who has accumulated over 30 years of community health experience — in both public and private health care settings.
Jerry has been privileged to work shoulder to shoulder with some of the most revered members of unions like 32BJ, Teamsters, DC37, Local 237, Local 371, Local 420, OSA and 1199.
Equally, Jerry has been privileged to work shoulder to shoulder in administration and management, with some of the most influential health leaders in the industry.
As a former Sr. Management Consultant at NYC Health & Hospitals Corporation, he worked with executives at the highest level of this $6.7 billion integrated healthcare delivery system.
NYC Health & Hospitals Corporation is the largest municipal healthcare organization in the United States, and one of the New York area’s largest providers of government-sponsored health insurance.
Like many of the colleagues who inspired our website development, Jerry’s professional career spans decades of service rooted in a rich history of award-winning achievements.
Rewinding his visionary career, gives an up-close snapshot of his journey, and highlights the effectiveness, of some of his achievements made along the way.
- In 1987: Started my health care career at St. Luke’s/Roosevelt Hospital and later at Mt. Sinai Hospital.
- In 1990: Recipient: Coordinator of Year at Mt. Sinai Hospital. NYC.
- In 1990: Departed Mt. Sinai Hospital. Entered the hospitality industry (Ritz Carlton Hotel) to acquire compatible skills to improve customer service in health care.
- In 1992: Contributing Recipient of the coveted Malcolm Baldrige National Quality Award the nation’s highest honor. The Ritz Carlton Hotel. NYC.
- In 1994: Recipient of Employee of The Year, Smithers Rehabilitation Treatment & Training Center – A Division of St. Luke’s/Roosevelt Hospital Center. NYC.
- In 1995: Entered the aviation industry part-time to acquire compatible skills to improve patient safety in health care.
- In 1996: Employed at North General Hospital Harlem, New York.
- In 1998: Go Beyond Employee of The Year, North General Hospital. Harlem, NYC.
- In 2000: Employed New York City Health & Hospitals Corporation.
- In 2002: Inspired by the Executive Director call for culture change and service excellence.
- In 2003-2005: Conducted workforce culture assessment informally and used assessment data to generate feedback.
- In 2004-2005: Used assessment data, feedback and customer service skills acquired from the Ritz Carlton, to create a customer service plan and integrate it with HCAPHS Dry Run Survey.
- In 2006: Participant in NYC Health & Hospital Patient Safety Program.
- In 2006: Created and developed “Charm Starr” – An evidence-based best practice customer service program.
- In 2006: “Charm Starr” received support from Union Labor (Albert Willingham, Labor Chair, Human Resources Director and Hospital Administration.
- In 2006-2008: Launched “Charm Starr” — to prepare Health Workers at Queens Hospital Center (A Division of NYC Health & Hospitals Corp) for CMS HCAHPS Dry Run Survey. Jerry trained thousands of Health Workers with clinical and non-clinical job titles. Of the eleven hospitals that exist in the network of New York City Health & Hospitals, Queens Hospital posted the highest patient satisfaction scores based on HCAHPS Dry Run Survey. According to Health Streams an independent CMS vendor, the patient satisfaction scores at Queens Hospital ranged up to 20% higher than some hospitals. According to The Advisory Board – a healthcare research company, a 10% improvement in customer loyalty is worth $22M for the average hospital. Based on The Advisory Board calculations, “Charm Starr” generated revenues up to $44M higher than some hospitals. Elmhurst Hospital Center – a sister hospital in the Queens Health Network, requested that we customize “Charm Starr” to help address their high malpractice cost. Data from NYC Comptrollers’ office confirmed, that during “Charm Star” training between 2006 and 2008, Elmhurst experienced over an 80% malpractice cost reduction from $25.7M in 2006 to $4.5M in 2008 – a cost savings of over $20 million dollars.
- In 2007: Received Certification in Organizational Change Management as a Change Leader from Cornell University. NYC.
- In 2007: “Charm Starr SWOT Analysis conducted at Cornell University in Ithaca, New York. SWOT Analysis conducted by Jerry Wesley, “Charm Starr” Developer, Robert Rich of Ithaca Consulting and Dr. Maestro-Scherer of Maestro-Scherer Consulting.
- In 2007: “Charm Starr” Training peer review conducted by Senior trainers from NYC Department of Health approved by Health Commissioner Dr. Thomas R. Frieden. “Charm Starr” training Continuum received high marks of approval.
- In 2008: Queens Hospital Chief of Finance office confirmed, a 74% reduction in patient attitude complaints against staff since the inception of “Charm Starr“.
- In 2008: Selected Employee of The Year, NYC Health & Hospitals Corp.
- In 2008: Received certification as a Certified “Lean” Health Care Practitioner. Helped launch the initial Toyota Production System “Lean” roll out at Queens Hospital Center that eventually expanded to all NYC Health & Hospitals.
- In 2008: Received Certification as a Cornell Certified Diversity Professional / Advanced Practitioner from Cornell University — the first of its kind in the nation. NYC.
- In 2009: Corporate Approved Transfer From Queens Hospital Center to Kings County Hospital to turn around an uncaring culture resulting in preventive deaths and revenue losses.
- In 2009: Jerry assigned as “Lean” Facilitator of Peri-Operative Services.
- In 2009: Conducted assessments of Kings County Hospital culture in consultation with Dr. Mastro-Scherer data-based survey concepts. Also in consultation with our Breakthrough Lead and Hospital Administration.
- In 2010: “Charm Starr” becomes a researched and evidence-based best practice. The independent variable of Dr. Katrina DeVinci’s dissertation titled: “How Does Sensitivity Training of Health Care Workers Impact Patient Satisfaction?”
- In 2010: Introduced “Seeds of Transformation” – A combination of Breakthrough (Lean), “Charm Starr,” Crucial Conversations, Supervisor and Management Training, Department Interventions, and Respect Meter.
- In 2010-2015: “Seeds of Transformation,” Charm Starr and Breakthrough “Lean” Combination spreads at Kings County Hospital in Brooklyn, New York and throughout NYC Health & Hospitals Corp. Trained over 15,000 health professionals of all titles at all levels of care.
- In 2011: Certified as a TeamSTEPPS Patient Safety Master Trainer.
- In 2012: The cultural footing of Kings County Hospital shifted from staff feeling devalued to staff feeling valued and appreciated. Kings County Hospital also improved its position on the Respect Meter from 45% to 80%.
- In 2013: Kings County Peri-Operative Service posted the highest Peri-Operative revenue in the corporation.
- In 2014: “Charm Starr” touted as the most successful customer service program in NYC Health & Hospitals history.
- In 2015: Selected as a member of NYC H+H Corporate Patient Experience Executive Committee to forge a bold visionary direction for improving the patient experience corporate-wide.
- In 2015: Selected as a member of NYC H+H Corporate Executive Search Committee to usher in a new era of corporate leadership. Reviewed resumes, conducted team interviews, and recommended the hiring of corporate Service Line Sr. Vice-Presidents and Hospital CEO’s.
- In 2016: Recipient of NYC Mayor Honorable Bill de Blasio Customer Service Award for the Health Care Division. Jerry was selected from over 40,000 employees.
- In 2017: Resigned from NYC Health & Hospitals to head Satisfactology Business Systems at 1 World Trade Center and launch other innovations.
- In 2017: Launched Brooklyn’s First Value-Based Care Research Center.
- In 2017, Received citations, proclamations, letters and support for community health service from: U.S. Congress — Honorable Yvette Clarke, NYS Governor’s Office — Honorable Andrew Cuomo, NYS Senate — Honorable Jesse E. Hamilton, NYS Senate Honorable Roxanne Persuad , NYS State Assembly – Honorable Diana Richardson, and the Office of Brooklyn Borough President — Honorable Eric Adams. Brooklyn, New York.
- In 2019: Principal Project Officer of Health Workers Hall of Fame Association.
Our website was inspired:
By Population Health Physicians Like:
Dr. Gerald Deas, M.D., MPH, MA., Hon D.Sc
Physician, poet, patient advocate, playwright, media personality, political activist, public health crusader.
Dr. Deas has battled major companies and organized whole communities to protect the public’s health.
Dr. Gerald Whitehead Deas, is a former Director of Health Education Communications at SUNY Downstate Medical School. Dr. Deas is also a former Assistant Professor of Preventive Medicine.
In May 2019, Dr. Deas received an Honorary Doctorate of Science Degree from Downstate Medical School, during their graduation ceremony at Carnegie Hall in New York City.
Dr. Deas has a long history of being “the first African American Physician” to achieve a wide range of accomplishments in America.
Through many forums, Dr. Deas is continuously acknowledged for his career of advocating for public health. For several years, Dr. Deas continue to be a mentor to and colleague of Jerry Wesley.
Dr. Deas and Jerry Wesley share a passion for leading health outcomes, in a bold systemic shift in outcome health culture, direction, learning, management, structure, performance and results.
Especially, in underserved, disadvantaged and undervalued communities.
By Nursing Educators Like:
Dr. Katrina DeVinci, RN, Ph.D. MSN, ANP, PMTC
Dr. DeVinci is an Adjunct Clinical Instructor at Adelphi University to Generic Registered Nursing Students BS Program: Work as clinical instructor for Medical surgical, maternity nursing, Fundamental lab, and community nursing.
Dr. DeVinci is a former Nurse Educator at NYC Health & Hospitals Corp at Queens Hospital Center. During her tenure there, Dr. DeVinci attended the “Charm Starr” workshop presented by Jerry Wesley.
The impact of the training made such an impression, Dr. DeVinci selected “Charm Starr” as the independent variable of her dissertation titled: “How Does Sensitivity Training of Health Care Workers Impact Patient Satisfaction?”
The population for her study was comprised of yearly discharged inpatients ( N = 10,000 to 16,000). Dr. DeVinci’s results validated the positive impact “Charm Star” made on Health Workers and patient satisfaction.
Dr. DeVinci and Jerry Wesley share a passion for advancing the professional development of Health Workers, and improving the health outcomes of the communities Health Workers serve.
By Business Management Professors Like:
Dr. Harold Lazarus, PHD, 1963, Columbia University; MS, 1952, Columbia University; BA, 1949, New York Univ (NYU)
Human Values In Management
American Business Dictionary
Dr. Lazarus is a management specialist and author of American Business Dictionary.
Dr. Lazarus training background has mirrored the steps of pioneering greats like W. Edward Deming – known as the Father of Quality Evolution.
Early in his career, Dr. Lazarus shared office space and a professional acquaintance with world renowned Peter Drucker — known as the Father of Modern Management.
Dr. Lazarus has taught management at some of the most prestigious Graduate Business Schools in America.
Namely, Harvard University Graduate School of Business Administration, Columbia University Graduate School of Business, Cornell University School of Industrial and Labor Relations, American College and The New School.
In 2012, Dr. Lazarus retired as Dean of Hofstra University’s School of Business after almost 50 years of service.
Dr. Lazarus and Jerry Wesley are business consultants who share a passion for leading organizational change and introducing new management innovations to the next generation of business leaders.
Dr. Lazarus found some of Jerry’s health management concepts so unique, he made it possible for Jerry to lecture MBA students at Hofstra University’s School of Business.
By Physician Champions Like:
Dr. Lennox K. Archibald, MD, PhD, FRCP (Lond), FRCP (Glasg), DTM&H
Dr. Archibald received his undergraduate degree from Harvard University. He received his medical degree from University College Hospital in London and his doctorate from the University of London. He completed postgraduate training in internal and tropical medicine in London, Oxford and Liverpool.
He served at the Centers for Disease Control and Prevention (CDC) for seven years as an epidemic intelligence service (EIS) officer, medical epidemiologist and medical director of the epidemic information exchange in the National Center for Infectious Diseases.
Dr. Archibald and Jerry Wesley are industry professionals who share family ties and a passion, for improving the quality of time, physicians spend with their patients and families.
By Research and Survey Developers Like:
Dr. Jane Maestro-Scherer, Ph.D., University of Wisconsin-Madison
Owner: Maestro-Scherer Consulting Inc. / Cornell University Affiliate.
Dr. Maestro-Scherer is a data research specialist. Dr. Maestro-Scherer specialize in developing survey models, that gather meaningful opinions, comments, and feedback to advance data-based decision making.
Robert E. Rich and Jane B. Maestro-Scherer, January 2001
Self-Informing Organizational Change: A Participatory Method of Data Collection, Analysis and Action.
This article describes a participatory method that utilizes the internal resources of organizations along with the expertise of external collaborators to systematically study and address issues of concern.
It combines the “common sense” of the organization with a “scientific” approach in the development of a body of systematic knowledge representative of the organization as a whole (as opposed to anecdotal or non-holistic) that is then used to develop action strategies.
Dr. Maestro-Scherer and Jerry Wesley worked together with Robert Rich, on SWOT Analysis and devising surveys that captured the impact and outcome quality of “Charm Starr” customer service training.
“Charm Starr” was not only acknowledged as a corporate best practice, but as the most successful customer service training in the history of New York City Health & Hospital Corporation.