From the Presidents
When I think about the most important characteristics of an academic health center, “responsive” is at the top of my list. As a health sciences university and medical center, we must be responsive to the needs of our students, our patients and the many other constituencies who turn to the Medical College of Georgia and the MCG Health System for services and for support.
It’s great when we anticipate a need and proactively develop a program or initiate a service. That’s what we did by opening the Lake Oconee facility near Madison, Ga. We anticipated (and are meeting) the need for expanded primary and specialty care in Greene County. But whether we anticipate the need or not, we must always be prepared to respond.
Two recent tragedies, one international and one local, highlight the importance of functioning as a highly responsive organization: the tsunami that ravaged parts of Asia and East Africa and, closer to home, the wreck of a freight train in Graniteville, S.C., that resulted in a deadly chlorine gas leak.
As a modern academic health center, we are functioning within a broad framework of responsibility – one that includes devastating disasters like these, acts of bioterrorism and other events that result in mass casualties. As a health system, we must be ready at all times to respond; and as a health sciences university, we must educate and train health professional who are prepared to respond.
This commitment is the driving force behind proactive institutional efforts such as curriculum revision, growth and reduction of class sizes, the exploration of emerging areas of research and the development of new clinical services. I’ve often said to my leadership team that we’ve got to keep our eye on the ball. We’ve got to keep our eye on the horizon as well.
Enjoy this issue of MCG Today. Please let us know how this publication can be more responsive to your needs.
Daniel W. Rahn, M.D.
President, Medical College of Georgia
Two recent tragedies took place half a world apart, one in Southeast Asia and along the coast of Africa and the other in Graniteville, S.C. Although they were so far apart, they have an important common denominator. Both tragedies helped remind humanitarian workers -- relief agencies, health care providers and others dedicated to improving the welfare of mankind -- of their public service missions. Those of us who work in health care, whether as patient caregivers or as administrators, chose this profession because we have the desire and compassion to help others. I can’t think of a nobler calling.
I’d like to highlight our response to the tragedy that occurred closer to home.
In January, we were put to the test as our adult and children’s hospitals received approximately 80 victims of the chlorine spill in Graniteville. We rose to the occasion. Our employees stepped forward and demonstrated true heroism. Many of them came in early and stayed late. Some even gave up their leisure time to assist. Equally important, our emergency processes and procedures proved to be strong.
Thomas J. Watson Sr., the first president of IBM, once said, “Within us all there are wells of thought and dynamos of energy that are not suspected until emergencies arise. Then, oftentimes, we find that it is comparatively simple to double or treble our former capacities and to amaze ourselves by the results achieved.”
I am proud that when emergencies like the chlorine spill happen, we have the capacity and the compassion to respond and exercise our public service missions. You should be, too.
Sincerely,
Don Snell
President and Chief Executive Officer,
MCG Health, Inc.