From the Presidents
Vision and stewardship. The ability to imagine a better future for the citizens of the state of Georgia and the commitment to hold ourselves accountable. This is perhaps the most succinct way of articulating the values I brought to the presidency when I began my work in summer 2001. Certainly, the lexicon of leading planners and strategists is far more expansive.
In the years I’ve been involved in academic medicine, I’ve seen many approaches to charting the future come and go: operational planning, tactical planning, bottom-up planning, top-down planning, management by objectives. The planning cupboards of the nation’s colleges and universities have, over the years, been stocked with core competencies, benchmarks, critical success factors, outcome measures and performance metrics.
When my leadership team and I began our planning process in October 2001, we embraced a straightforward approach that works for us, for our organizational structure and our leadership philosophy--not simply a style that was in vogue.
We agreed to rise above the urgency of our day-to-day operations and spend time focused on the future of the Medical College of Georgia. And we agreed to size our vision, to create a viable and rational plan for MCG’s growth and development that has a strong financial foundation.
This issue includes an article about our approach to planning, but, more importantly, gives you a closer look at the advancements this approach has made possible.
Sincerely,
Daniel W. Rahn, M.D.
President, Medical College of Georgia
In 1995, leadership at the
University System of Georgia and the Medical College of Georgia had the
foresight to recognize that the existing management and financial structure
of the hospitals and clinics was insufficient to support the clinical
enterprise in an increasingly challenging economic and competitive
environment.
On July 1, 2000, MCG Health, Inc. was activated as the not-for-profit corporation to manage the clinical operations. MCG Health, Inc. was to be the economic engine that fuels MCG’s education and research missions.
Through our vigorous planning process and continuous measurement of performance, we have been successful at fulfilling our purpose. During the first 18 months, we achieved a $47 million turnaround to strengthen the health system and put it on firm financial footing. With that foundation in place, we have gone on to transfer more than $43.5 million, approximately 43 percent of our margin, to MCG over the past four years.
Upon our activation five years ago, we set a goal for the clinical enterprise to reach the top quartile of academic medical centers by the end of calendar 2005, with a highly specific plan and measurable metrics by which to determine success. Again, exhaustive planning played a key role in our success. In fiscal 2004, we were among the Solucient 100 Top Hospitals and we reached the upper quartile of the University HealthSystem Consortium Key Indicator Report.
In November 2005, approximately 85 participants representing MCG Health, Inc., the Medical College of Georgia and the MCG Physicians Practice Group Foundation met over two days to update the health system’s strategic plan. This combination of talent, proficiency and diverse viewpoints ensured that our plan would reflect a well-coordinated and integrated effort. There were no sacred cows. All elements of our first strategic plan were open for discussion. Our mission, vision, values and 10 strategic initiatives were evaluated with a critical eye toward the environment in which we expect to operate over the next five years.
The result of our planning session is nine strategic initiatives supported by more than 550 detailed, measurable objectives. We combined our customer service and clinical quality initiatives, and we added an initiative that addresses master facilities planning in recognition that implementation is on the horizon within three to five years.
The English playwright John Galsworthy once said, “If you do not think about the future, you cannot have one.” As you read the article on page 6, you will see that our campus will not only have a future, but a bright one indeed.
Sincerely,
Don Snell
President and Chief Executive Officer,
MCG Health, Inc.