MCG Health, Inc. 2001 Annual Report

The Health System of theMedical College of Georgia

Shortly after MCG Health, Inc. became an operational reality, we lost avalued leader, a capable steward and a dear friend – our Chairman of theBoard Tom Allgood. If not for Mr. Allgood putting his heart and soul intoit, MCG Health, Inc. might not exist today. Mr. Allgood’s belief in our mis-sion, his commitment to its development and his personal vision andintegrity have been instrumental to the success of MCG Health, Inc. Heworked tirelessly behind the scenes to encourage people to give MCGHealth, Inc. a chance. If Mr. Allgood could see MCG Health, Inc. today,he would consider it a source of great personal pride.

Winston Churchill said, “We make a living by what we get; we make a lifeby what we give.” Mr. Allgood spent his entire life giving, making signif-icant contributions to his community, the state of Georgia and the nation.He was a leader. The Senate recognized this quality by electing him itsMajority Leader early in his career, and the Board of Regents of theUniversity System of Georgia recognized this quality by electing him itsChairman in 1996, just four years after he joined the Board.

It is with the utmost regard and gratitude that MCG Health, Inc. dedicatesits first annual report to Thomas F. Allgood, Sr.

Letter to Our Stakeholders 1-2 Fiscal Year 2001 Strategic Initiatives 3-11Our Contributions toEducation and Research 12

Financials 13-15Board of Directors 16-18Senior Leadership Team 19Locations 20

Table of Contents

Thomas F. Allgood, Sr.

In Memoriam

Who We AreAcademic medical centers have three primary missions – patient care, education and research. Tocarry out these missions, academic medical centers must provide a full range of clinical services andmaintain the infrastructure to foster education and research.

The Medical College of Georgia is a health sciences university and one of four research uni-versities within the University System of Georgia. MCG HealthCare is the health system of theMedical College of Georgia and consists of MCG Health, Inc. and the clinical services offered bythe faculty of MCG’s schools and the members of the Physicians Practice Group.

MCG Health, Inc. is a not-for-profit corporation operating the MCG Hospitals and Clinics andrelated clinical facilities and services. MCG Health, Inc. was formed to support the research and edu-cational mission of the Medical College of Georgia and to build the economic growth of the CentralSavannah River Area, the state of Georgia and the Southeast by offering the highest level of primaryand specialty health care.

The MCG Hospitals and Clinics is a complex that includes a 483-bed adult hospital; a 149-bedChildren’s Medical Center; an Ambulatory Care Center with more than 80 outpatient clinics in oneconvenient setting; the Georgia Radiation Therapy Center; a Specialized Care Center that houses a13-county regional trauma center; the Center for Sports Medicine; and the Center for Senior Health.

The medical staff at MCG Hospitals and Clinics are not only practicing physicians, but most arealso faculty members of the Medical College of Georgia School of Medicine or the Medical Collegeof Georgia School of Dentistry. Multiple roles assure the most up-to-date knowledge and training.Cutting-edge research is translated into bedside care. The most sophisticated and state-of-the-arttechnology is used to provide excellent patient care.

Allergy-Immunology Anxiety and Panic Disorders Bone Marrow Transplant Breast Center Cardiology Children's Medical Center Comprehensive Cancer Center Diabetes Care Craniofacial Center Cystic Fibrosis Dermatology

Dialysis Ear, Nose and Throat Emergency ServicesEpilepsy CenterEye Care ServicesFamily Medicine Gamma Knife Gastroenterology/Hepatology Hemophilia Infectious Diseases Joint Replacement

Metabolic Bone Disease Midwifery Neuroscience Neurosurgery Obstetrics/Gynecology Perinatal Center Pituitary Services Plastic Surgery Psychiatry Pulmonary Diseases Radiation Therapy

Rehabilitation Senior HealthSickle Cell Sleep Center Sports Medicine Stem Cell Transplant Trauma Travel Advisory Telemedicine Urology

Our Clinical Services Include:

The Health System of theMedical College of Georgia

PhysiciansPractice Group

MCG Schools ofAllied Health Sciences

DentistryGraduate Studies

MedicineNursing

MCG Health, Inc.Georgia Radiation

Therapy CenterChildren’s Medical Center

Hospitals and ClinicsSatellite Clinics

(PHYSICIAN)PROFESSIONAL

PROVIDER

FACULTY TIMEAND RESEARCH

INSTITUTIONAL PROVIDER

Mission:To Care, To Serve, To Educate and To Discover.

Vision:To achieve excellence in compassionate patient care,

life-long learning, dedicated public service and

leading edge research.

Values:We are committed to:

Respect: We respect and respond to all individualswith honesty and integrity.

Service: We provide quality service in a safe, patient/family-centered environment throughout the continuumof care.

Diversity: We value the uniqueness of all individualsby recognizing their beliefs, culture, needs and strengths.

Communication: We value open and honest commu-nication to strengthen our relationships and to enhancea cooperative spirit.

Quality: We provide excellent service to meet the needsof individuals and communities in a patient/family-centered environment throughout the continuum ofcare, with emphasis on optimal clinical quality andpatient safety.

Collaboration: We seek opportunities to collaborateas teams within our organization and the community –locally, statewide and beyond – to provide excellence inhealth care.

Cost Efficiency: We efficiently use our resources to provide quality services at the most reasonable cost.

EXCELLENCE

Respect

Service

Diversity

CommunicationQuality

Collaboration

Cost Efficiency

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cademic medical centers play important roles in the health and well being of a region. We provide care to patients who encounter barriers elsewhere, and we provide technology-intensive services that require spe-

cial expertise, equipment and units. The costs for doing so can be high, which places intense financial pressureon academic medical centers to remain solvent and to maximize limited resources for the greatest patient good.

Several years ago, leadership at the University System of Georgia Board of Regents, the Chancellor’s Office andthe Medical College of Georgia had the foresight to recognize that the existing management and financialstructure of the hospitals and clinics could not continue to support the institution, given the economic andcompetitive environment. A year ago MCG Health, Inc. was activated as the not-for-profit corporation to man-age the operations of the hospitals and clinics. The past 12 months have been challenging, but the foundationhas been laid and we are off to a solid start.

Over the past year, your hospitals and clinics have achieved measurable success in meeting established goals.Our admissions are up 5 percent. Emergency Room visits are up 9 percent. Outpatient visits are up 2 percent.These achievements are combined with a better rate of collection. Business processes have been improved.Accounts receivable have decreased from 196 days to 101 days. In addition to increased patient volume andmore aggressive revenue collection efforts, we have reduced the average cost per discharge by 5 percent comparedto the previous year.

Financial StrengthAs a result of these efforts, MCG hospitals and clinics are more financially stable than ever before. We have atotal of $73 million in cash in the bank, including $10 million in short-term investments. Financial success allowsus to provide the Medical College of Georgia with a percentage of our operating margin to fund medical educa-tion and research programs. In addition, financial success allows us to invest in ourselves to continue excellencein patient care.

� Increased our admissions by 5 percent over the previous year.

� Increased Emergency Room visits by9 percent over the previous year.

� Increased outpatient visits by 2 per-cent over the previous year.

� Increased our cash position from$10.7 million to $73 million.

� Invested $10 million in short-terminvestments.

� Accomplished a $47 million turnaround from Fiscal Year 2000’spotential deficit of $25 million.

� Ended the year with a $21.8 million(6.8 percent) operating margin,thereby transferring $8.7 million to the Medical College of Georgia.

� Reduced the cost per adjusted discharge from $10,228 to $9,726.

� Shaved 95 days off accounts receiv-able, thereby strengthening our cash position.

� Increased patient satisfaction surveyscores by 2.3 points.

� Reduced our risk adjusted mortalityrate from 1.38 to 1.05.

� Put together a cohesive manage-ment team.

� Implemented market-based salaryadjustments of $10 million for ouremployees.

� Implemented an employee perform-ance management and pay for per-formance program.

Highlights of Our Achievements:

Donald M. Leebern, Jr.Chairman of the Board

Don SnellPresident and CEO

Letter to Our Stakeholders

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High Quality CareMCG Health, Inc. participates in the University HealthSystem Consortium, which compiles data on the mor-tality rates of its members. Based on this index, we reduced our risk adjusted mortality rate from 1.38 to 1.05.

Our reputation for clinical quality and customer service is growing. Ten of our physicians were included inAmerica’s Top Doctors, a consumer health care referral book published by Castle Connelly. Of the 93 doctorsfrom the greater Augusta area, we had 46 listed among The Best Doctors in America ®, published by Best Doctors,Inc. Our endocrinology service made U.S. News and World Report’s list of America’s top 50 in hormonal disor-ders, diabetes and thyroid conditions. The Movement Disorders Clinic was designated a Center of Excellence bythe National Parkinson’s Foundation Inc., the largest international organization supporting scientific and clinicalinitiatives for Parkinson’s patients and their families. The Children’s Medical Center has ranked above the 90thpercentile in patient satisfaction compared to 44 other pediatric facilities in the national comparison group.Our joint replacement program is the only five-star rated program in the area, as rated by HealthGrades. OtherHealthGrades ratings demonstrate our high level of excellence in patient care, such as cardiac services and thetreatment of stroke. We have been named the winner of the National Research Corporation’s 2001 ConsumerChoice Award in the region for overall quality. These recognitions were earned on the basis of quality care. Weset high standards for ourselves and then we exceed those standards.

We stay ahead of the competition by quickly adapting to the changing needs of patients. When it comes tointeracting with patients, we are dedicated to delivering the kind of service that each of us expects and appre-ciates as patients.

Strategies for Future SuccessMCG Health, Inc. has established stretch goals for the coming fiscal year. We again aim to achieve at least a5 percent operating margin; grow our business volume by 5 percent; continue to manage our costs; reduce ouraccounts receivable to 72 days; maintain a high level of clinical quality, as measured by the University HealthSystemConsortium Mortality Index; and achieve excellent patient satisfaction, as measured through the Press Ganeypatient satisfaction survey and continuous feedback from our patients and their families. In that way, we willgo on to earn further public recognition and trust as the area’s high-performance academic medical center.

Empowerment is an overused word today, but nothing else quite describes how we give our employees theauthority to take appropriate action. Individuals understand that progress cannot be made without accountability,authority and responsibility. We trust that our carefully selected professionals will make appropriate decisionsthat propel us past our objectives and the competition.

We have adapted remarkably well to an ever-changing environment. However, our work is not complete. Formidablechallenges lie ahead. But, because we have put into place a strong infrastructure, we are well positioned for the future.

Sincerely,

Donald M. Leebern, Jr. Don SnellChairman of the Board President and CEO

July 1, 2001

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Promoting Clinical QualityTo improve quantifiable clinical outcomes by promotingoptimal clinical quality through continuous monitoring,trending and evaluation of the quality management andoutcomes measurement process.

Integrating the Health SystemTo link the components of the health care delivery sys-tem into an integrated clinical enterprise structured toimprove clinical, financial and operational performancewithin the organization.

Aggressively Repositioning Cost To establish and implement cost reduction and unit costmanagement targets and measurements in order to reservefunds for reinvestment in the future of the organization.

Completing the Continuum of CareTo ensure patient continuity through the delivery of qual-ity care in the right setting by the right provider.

Developing and Promoting Centers of ExcellenceTo develop and promote premier “Centers” providingsuperior customer service, exceptional clinical quality,recognized academic excellence and innovative researchcombined with an interdisciplinary focus that exceedsthe expectations of patients, purchasers, referring physi-cians and non-physician providers.

Installing Enterprise-WideInformation SystemsTo develop a cost-efficient information system that mergesclinical and financial data into timely, user-friendly infor-mation for the health system.

Managing Indigent CareTo effectively manage indigent care within availableresources.

Strengthening Relationships With the CommunityTo develop and maintain a proactive community involve-ment and outreach program aimed at creating an inclusiveand lasting relationship with the community.

Broadening the Delivery NetworkTo form an integrated delivery network through part-nerships and affiliations with rural and communityproviders and organizations to the mutual benefit of allparties involved in order to positively impact communityhealth status and optimize patient care.

Serving Customers ProactivelyTo provide excellent customer service in a compassion-ate, healing environment that reflects the philosophy ofpatient/family-centered care.

Strategic InitiativesFiscal Year 2001

Our organizational achievements have been guided by well-defined, widely communicatedstrategic initiatives that have formed the basis for measuring our progress. The followingpages contain a few highlights of our accomplishments.

The 10 initiatives are:

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21Promoting Clinical QualityMCG Health, Inc. participates in the University HealthSystemConsortium, which compiles data on the mortality rates of itsmembers. Based on this index, we reduced our risk adjustedmortality rate from 1.38 to 1.05.

After an absence of several years, MCG hospitals andclinics have once again been named to the list of “America’sBest Hospitals” by U.S. News & World Report magazine.MCG was ranked 45 out of the top 50 hospitals in the diag-nosis and treatment of hormonal disorders such as diabetesand thyroid conditions. The ranking was based on providingour patients with high quality care, as measured by havingthe third lowest mortality rate.

Ten of our physicians have been included in America’sTop Doctors, a consumer health care referral book publishedby Castle Connelly. The Movement Disorders Clinic was des-ignated a Center of Excellence by the National Parkinson’sFoundation Inc., the largest international organization sup-porting scientific and clinical initiatives for Parkinson’s patientsand their families. We have been named the winner of theNational Research Corporation’s 2001 Consumer ChoiceAward in the region for overall quality.

According to www.healthgrades.com, we were named the“Best in the Region” for cardiac services, orthopedic surgeryand the treatment of stroke. Our knee replacement programis the only five-star rated program in the region.

The Stroke Program is an interdisciplinary collaborationamong neurology, neurosurgery, emergency medicine, vas-cular surgery, family medicine and the University of Georgia’sSchool of Pharmacy. We have a stroke team on call aroundthe clock. Unlike other medical facilities in the region, ourstroke team has the unique ability to administer TissuePlasminogen Activator 24 hours a day, seven days a week. T-PAis the only treatment that has been shown to improve theoutcomes in patients with acute stroke. The MCG StrokeProgram has established links with many rural communityhospitals. Many stroke patients are transported by helicopterto MCG for T-PA treatment.

Quality differences exist among health care facilities.MCG Health, Inc. has worked diligently to educate consumersabout the factors that constitute quality health care.

Integrating the Health System In an effort to improve patient access, we began the redesign ofour front-end business processes. Once completed, this projectwill result in a streamlined workflow for registering and billingpatients who visit our Ambulatory Care Center clinics. Thereengineering project will eliminate duplication of effort andreduce paperwork, which in turn will help us increase patientsatisfaction while reducing our costs.

Emergency and Express Care Services is an excellentexample of how we have integrated the specialized skills andtraining needed to save lives most at-risk. That is why the vol-ume of new cases to our emergency department has increased9 percent year-over-year. We have a team of highly skilled,well-trained professionals, our system is optimally structuredto efficiently handle all types of emergency situations, and ourfacility is equipped with the superior resources and state-of-the-art technology to provide the highest level of care.

To better support referring physicians in meeting theurgent needs of referred patients, we have developed a specialEmergency Communications Center to handle inpatienttransfers. Experienced paramedics have been trained to deter-mine how MCG can best serve referring physicians and theirpatients. They coordinate all steps, processes and personnelinvolved in emergency transports, including helicopter trans-ports for patients requiring prompt medical attention. Ourhelicopter service makes about 45 trips per month transport-ing emergency patients from neighboring counties and fromacross the state.

Aggressively Repositioning Cost Our balance sheet is strong. When MCG Health, Inc. wasfirst formed, the hospitals and clinics were addressing a poten-tial $25 million deficit. In one year’s time, we achieved a$47 million turnaround by significantly increasing our patientvolume, exercising discipline in our spending, increasing theproductivity of our employees and maximizing operatingcash flows.

As one means of improving operating efficiencies, wereduced the number of full-time positions, per adjusted census,from 10.16 to 7.13.

Fact: MCG HealthCare has the only five-star ratedknee replacement program in the region.

Strategic InitiativesFiscal Year 2001

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Completing the Continuum of Care Keysville, GA, is a medically underserved and impoverishedarea that has a significant older population and a very youngone – two groups critically in need of transportation tohealth services. Until we opened our mobile health clinic inFebruary, Keysville citizens were forced to travel at least 38miles roundtrip to the nearest hospital. In March, we beganconstructing a 2000-square-foot permanent Family HealthCenter, which opened in July 2001.

Access to health care services for rural families is a majorconcern. Rural areas have higher incidences of infant mortal-ity and morbidity, low birth weight, teenage pregnancy andfamily poverty than do urban areas. In Georgia, the maternaland infant health indicators are the worst in the nation. Wesupport a Rural Outreach Program that demonstrates howaccess to health care for the rural poor may be improvedthrough a nurse-managed, outreach perinatal program. Theprogram includes volunteer Rural Outreach Resource Mothers.Each volunteer receives approximately 30 hours of training inpreparation for work in the program. We graduated nine newResource Mothers in the past fiscal year.

Rural Outreach Resource Mothers are 41 women fromrural areas who volunteer to help pregnant teenagers and newmothers in their communities access the health care and theresources needed to give birth to healthy babies. ResourceMothers also provide emotional support for mothers-to-bewho may not have the help of family and friends. The volun-teer mothers target women who must travel 50 to 75 milesto obtain obstetrical services. About 72 percent do not havetheir own transportation, and approximately 60 percent arewithout telephones. Resource volunteers help ensure themothers and infants are referred to needed health and socialservices, including perinatal case management, mother/babyhome assessments, obstetrical and pediatric care and thefederal Women, Infants and Children Program.

Developing and PromotingCenters of ExcellenceMCG hospitals and clinics have been developing Centers ofExcellence in a number of clinical areas. Following are a fewexamples of our achievements.

Children’s HealthTop-tier medical professionals who are specially trained in car-ing for children and adolescents, whether they have commonchildhood illnesses or the most complex and life-threateningconditions, staff the Children’s Medical Center. This 220,000-square-foot facility is equipped with state-of-the-art tech-nology, a 16-bed Pediatric Intensive Care Unit, operatingrooms, Pediatric Emergency and Express Care Services anda Pediatric Trauma Center. The CMC won the 15th annualDesign Awards competition sponsored by Modern Healthcare

magazine and the American Institute of Architects’ Academyof Architecture for Health.

MCG Health, Inc. emphasizes family-centered care, anapproach to health care delivery that shapes our daily practices –from providing children with a stuffed animal to cling to dur-ing their hospital stay to allowing parents to hold their child’shand during pre-operative anesthesia. The CMC has rankedabove the 90th percentile in patient satisfaction compared to44 other pediatric facilities in the national comparision group.

In October 2000, the FDA approved the use of nitricoxide for the treatment of neonates with high blood pressurein their lungs. The CMC is the only facility in the area withthe capability to use this treatment. In addition, the CMC isthe only hospital in the region to use a lung bypass machine tosave the lives of babies born with conditions requiring extremerespiratory support. The CMC saved twice the number ofsuch babies year-over-year.

NeurosciencesOur Neuroscience Center is the only comprehensive programin the area treating adults and children with difficult-to-treatbrain, spine and nerve disorders, such as acute stroke, epilepsyand Parkinson’s disease.

A goal of the Neuroscience Center was to become oneof the top 50 in National Institutes of Health funding with-in the first year. The Neuroscience Center has already sur-passed that goal by catapulting into the top 15.

The Southeast Gamma Knife Center represents a new erain brain surgery. The Gamma Knife shrinks and destroys braintumors and malformed blood vessels without opening theskull. The conditions that can be treated with the GammaKnife include brain tumors, Parkinson's disease, epilepsy andtrigeminal neuralgia. Our Gamma Knife is only one of twoin Georgia and the only one in the Eastern U.S. affiliated witha children’s hospital.

The Movement Disorders Clinic was designated a Centerof Excellence by the National Parkinson’s Foundation Inc., thelargest international organization supporting scientific andclinical initiatives for Parkinson’s patients and their families.

OncologyMCG hospitals and clinics became the first in thearea to offer a formidable weapon in the fight againstcancer. Positron emission tomography, or PETimaging, is a state-of-the-art technology that pin-points tumors and helps to determine whetherthey are benign or malignant. Used prima-rily for cancer cases, PET imaging also canbe used for cardiology and neurology clin-ical patient management.

PET imaging is a precise and non-invasive diagnostic test that can save lives. It is a safe, painless and cost-effectivemedical technology utilized to show the

Fact: MCG HealthCare’s Neuroscience Center is amongthe top 15 in National Institutes of Health funding.

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Fact: MCG HealthCare offers one of only two gamma knivesin the state of Georgia and the only one in the EasternU.S. affiliated with a pediatric hospital.

function of a body organ at the cellular level. The procedureprovides detailed information that allows us to detect andtreat a disease early in its course. Because a PET scan candetect sites of cancer not seen by other imaging techniques,it can be used to more effectively select patients who arelikely to benefit from surgery.

Clinically, we provide patients of Georgia access to nationaltreatment protocols. These national studies are made avail-able through our affiliation with the Eastern CooperativeOncology Group and the National Surgical Adjuvant Breastand Bowel Project. We remain committed to finding ways toprevent cancer, such as participating in the Breast CancerPrevention trial and continuing ongoing trials for the preven-tion of cervical cancer. Oncologists in Athens and Augusta havejoined our network for clinical research, providing an evengreater number of patients the opportunity to participate.

To benefit the patients throughout Georgia, we will beworking with local oncologists and area hospitals to developa tissue bank. This bank will be used to preserve tissue samplesfor later study. Among the uses for a tissue bank is the assay ofarchived tissue to determine whether patients may benefitfrom new treatments. This will potentially eliminate a numberof invasive procedures now performed on patients with recur-rent or metastatic disease.

MCG Health, Inc. is working with the Augusta commu-nity to develop a Cancer Center of Excellence that is consistentwith the Governor’s initiative to establish three such centersacross the state.

Women’s HealthLast year, we expanded our women’s services to become thefirst hospital in the CSRA to offer women the option of receiv-ing obstetric and gynecologic services under the care of certifiednurse-midwives. Supported by a comprehensive OB/GYNphysician team, the nurse midwifery program offers family-centered childbirth options for low-risk patients.

We are also the only hospital in the region providinggynecologic oncology services, and we remain the only insti-tution in which complex fetal problems can be diagnosed andtreated through our comprehensive neonatal services.

Over the past year, MCG Health, Inc. entered into a jointventure with a community physician to offer the region’s onlyin vitro fertilization program.

Senior HealthThe Augusta area is one of the fastest growing retirement com-munities in the nation. Consequently, a strong and growingmarket exists for geriatric care. Using our Center for SeniorHealth as a foundation, we plan to broaden the comprehen-sive medical services we offer to those 55 and older. Once ourplans are complete, this area will combine the most up-to-datemedical research, knowledge and training with the latest insafety and health management tailored to meet the specific

needs of older men and women. This year we began work-ing on a plan for the Geriatric Center of Excellence.

MusculoskeletalOur joint replacement program is the only top rated, five-starprogram in the region, as rated by HealthGrades. Our qualityratings for the past two years position us as one of the top fiveorthopedic hospitals in the state. We offer patients a com-prehensive means of securing relief from pain and achievinga higher quality of life through advanced technological andrehabilitative techniques.

In sports, even the best work to get better. At our Centerfor Sports Medicine, we are continually challenging ourselvesto improve. We have added two outstanding physicians toour sports medicine team: Dr. David Montgomery “Monte”Hunter and Dr. Edwin C. Bartlett. Dr. Hunter brings hisexperience working in sports medicine with many teams. Mostrecently, Dr. Hunter was Team Physician for UCLA’s NCAADivision I football team, as well as other sports teams at UCLA.Dr. Bartlett was the team physician for the East CarolinaUniversity Sports Medicine Division. We have recruited physi-cians of their outstanding caliber and national reputationbecause we are committed to maintaining the finest sportsmedicine program in the region.

Installing Enterprise-Wide Information SystemsMuch of the past year has been devoted to laying the founda-tion for sophisticated patient information systems to supportthe new organization. We completed system upgrades to patientaccounting, medical records and patient management data-bases and implemented online access to the pharmacy for-mulary. In addition, MCG hospitals and clinics put into placea new interface engine to integrate different information sys-tems so that the flow of information among the systems isreliable and accurate. This provides better data for decision-making and clinical support activities. We also deployed a newhelp desk system that enables us to provide more timelyresponse to users within the hospitals and clinics. The ensu-ing reduction in downtime has helped our employees betterserve patients. The new help desk system, in conjunction withrecently established standards for computers, reduces the totalcost of maintaining and supporting these applications.

Information is critical, especially in a hospital setting wheretime is short and lives are on the line. Nowhere is the use ofthe latest high-speed electronic communications equipment

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more critical than in our Emergency Department. Here, rapidInternet access to clinical information and medical litera-ture has become routine. Additionally, we use digital palmtechnology for rapid access to information needed to accu-rately diagnose and treat patients. The installation of a com-puterized patient tracking system is the latest technologicaladvance being applied to emergency medical care. This sys-tem will allow improved tracking of patients through theemergency department and real-time monitoring of patientinformation such as laboratory and X-ray results.

Managing Indigent Care In 1999, the Georgia Department of Audits and Accountsmade a thorough evaluation of our financial status and pre-pared a report for the Budgetary Responsibility OversightCommittee. In their report, the auditors recommendedthat action be taken to clarify our responsibility for provid-ing care to uninsured Georgians, to develop a basis for thestate appropriations and to develop a more manageablepatient acceptance policy.

To address the issues raised in the audit and to ensurethat we maintain an operating margin to support the missionsof the Medical College of Georgia, we organized a Board-level task force to develop policies that allow us to bettermanage our indigent care responsibilities. During the pastfiscal year, we developed guiding principles that are consis-tent with federal and state legal requirements and focusedfirst and foremost on what represents the best care forpatients regardless of their ability to pay. Specifically, wefoster the development of regional networks for the care ofthe uninsured and will assist the Georgia Department ofCommunity Health in planning and research regardinghealth services delivery to the uninsured population.

Strengthening Relationships With the CommunityFor the past year, we have been able to use local legal, finan-cial, banking, accounting, security and insurance businesses.In so doing, we have had a ripple effect on other sectors ofthe community’s economy.

We now have the flexibility to be directly involved insupporting charitable organizations on the local level. Morethan $32,000 was raised for United Way 2001 as part of ourEmployee Giving Campaign. Teams of employees raised morethan $6,000 during the American Cancer Society’s Relay forLife fund-raiser. We contributed more than $5,000 to theMarch of Dimes. Last September, President and CEO DonSnell served as the 2000 Corporate Chairman of the AugustaWalk to Cure Diabetes, which raised more than $190,000 forthe Juvenile Diabetes Research Foundation. We have also beenparticipative in activities of the American Heart Association,the American Cancer Society and the CSRA Classic.

In addition to making direct financial contributions tosupport community organizations and activities, we, throughour Center for Sports Medicine and Emergency and ExpressCare Services, provided medical coverage for a number oflocal and national events.

Our patient population continues to be more diversethan that of both the CSRA and Georgia, and our work-force continues to be more diverse than that of the CSRA.Purchasing with Disadvantaged Business Enterprises fin-ished the year at 2 percent, which represents a significantimprovement over the previous year.

Broadening the Delivery NetworkSeveral years ago, the medical leadership of the East GeorgiaHealth Cooperative identified diabetes as a priority. TheCooperative, which represents hospitals and communityhealth centers and private practice groups in an underserved,nine-county area, works to enhance the quality of patient careand improve the viability of health care providers. We part-nered with the Cooperative to support its diabetes casemanagement initiative through patient, professional andcontinuing medical education, as well as through access toour endocrinology resources.

The Emergency Communications Center and heli-copter service continue to grow and expedite access to ourhealth system.

Serving Customers ProactivelyApproximately 45 of our best employees were selected toserve on the Customer Service Leadership Group and werecharged with developing the guiding vision, service themes,standards and expectations for all employees. The groupdeveloped 10 customer service standards that govern howwe interact with our patients and their families, the firstimpressions we want to make, the kind of friendly andrespectful service we provide and our attention to patientprivacy and confidentiality.

Our Board of Directors, Senior Leadership Team andemployees signed a statement pledging their commitmentto excellence in customer service by endorsing and adheringto the customer service standards developed by the CustomerService Leadership Group. A significant amount of efforthas gone into taking all of our employees through an inten-sive three-hour customer service training program. To rein-force positive customer relations behaviors, we publish anewsletter of the commendation letters received from patientsand their families. In addition, we publish letters in whichemployees commend other employees for their excellencein customer service.

According to the Press Ganey patient satisfaction survey,we have increased our overall score by 2.3 points.

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Fact: The Children’s Medical Center is the state’s designated regional perinatal center. The CMC emphasizes family-centered care.

Academic medical centers have three primary missions –patient care, education and research. To carry outthese missions, academic medical centers must pro-vide a full range of clinical services and maintain theinfrastructure to foster education and research.

A percentage of the margin we generate from rev-enues goes to support the Medical College of Georgia’steaching and research programs. MCG Health, Inc.ended Fiscal Year 2001 with a $21.8 million operat-ing margin, which enabled the health system totransfer $8.7 million to the Medical College ofGeorgia to support its Fiscal Year 2002 educationand research programs.

Hands-On Learning

We provide meaningful hands-on learning experiencesthat supplement and complement the second-to-noneeducation offered by the Medical College of Georgia.Our hospitals and clinics are training grounds for thosewho choose to devote their lives to health care in theareas of allied health sciences, dentistry, graduate studies,medicine and nursing. We provide the opportunity fornearly 600 students to hone their patient-care skills.Those students include 89 in allied health sciences suchas health information management, medical illustration,medical technology, occupational therapy, physicians’assistant, radiologic sciences and respiratory therapy.We also help train 347 medical students and 152nursing students. Approximately 300 residents rotatedthrough the adult hospital and the Children’s MedicalCenter during Fiscal Year 2001. During the past fis-cal year, we provided the Medical College of Georgiawith a total of $19,074,000 to support the MedicalCollege of Georgia’s Graduate Medical Education

program, which includes interns, residents and com-pensation for the supervising physicians.

Our Belief in Research

MCG hospitals and clinics funded a significant amountof support expenses related to research projects. Duringthe past fiscal year, there were 158 research programsfunded by grants from foundations, industry and gov-ernment that were supported by the health system. Inaddition, there were 113 unfunded research programs.

MCG Health, Inc. ended the year with a $21.8 million (6.8 percent)operating margin, thereby transferring $8.7 million to the MedicalCollege of Georgia to support its education and research programs.

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Our Contributions to

Education and Research

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Admissionsby Financial Class

AdmissionsAdult Hospital

Patient StatisticsFinancial ReviewStatistical Summary

Year Ended June 30,

AdmissionsChildren’s Medical Center

Uncompensated Care(Dollars in millions)

’00 ’01 ’00 ’01 ’00 ’01

12,13312,782 3,747 3,786

$115

$131

OutpatientVisits

EmergencyServices Visits

’00 ’01 ’00 ’01

356,322 364,05155,470

60,408

Managed Care

Medicare

Medicaid

Blue Cross

Commercial

Self Pay

Medicaid Pending

Agency

Campus

Managed Care

Medicare

Medicaid

Blue Cross

Commercial

Self Pay

Medicaid Pending

Agency

Campus

11.22%

22.13%

28.04%

4.66%

9.07%

8.18%

4.86%

9.32%2.52%

17.06%

21.97%

27.92%

2.51%

6.67%

8.33%

3.71%

9.16%2.67%

18.63%

21.99%

19.36%

12.60%

8.29%

13.04%

1.22%

2.74% 2.13%

25.67%

23.64%19.21%

6.81%

6.57%

12.69%

0.54%

2.26%2.60%

2000 2001

2000 2001

Outpatient Visitsby Financial Class

Births 1,621 1,618

CMC Cases 3,944 3,825

Operating Room Cases 5,419 5,513

Special Procedures/Endoscopy Cases 4,703 4,325

Ambulatory Surgery Cases 3,593 3,390

Observation Patients 8,865 8,663

’00 ’01

14

Balance Sheet*

MCG Health, Inc. 2001 Annual Report

At June 30, 2001

Assets

Current Assets

Cash and cash equivalents $ 65,650,105

Short-term investments 7,477,335

Assets limited as to use 1,618,022

Patient accounts receivable, net of allowance for doubtful accounts of approximately $30,600,000 67,698,331

Other receivables 5,879,232

Inventory 2,032,639

Other current assets 1,268,140

Total current assets 151,623,804

Long-term investments 2,766,182

Property and equipment, net 42,785,369

Investment in affiliate 141,000

Total assets $197,316,355

Liabilities and Fund Balance

Current Liabilities

Current installments of obligations under capital leases $ 667,062

Accounts payable 9,020,829

Accrued salaries and wages 2,697,079

Accrued compensated absences 5,328,323

Accrued expenses and other current liabilities 6,714,293

Due to related party – margin allocation 8,721,881

Due to related party 1,489,336

Deferred income 1,618,022

Estimated third-party payor settlements 8,374,521

Total current liabilities 44,631,346

Commitments and contingencies

Obligations under capital leases, net of current installments 1,188,970

Total liabilities 45,820,316

Unrestricted fund balance 151,496,039

Total liabilities and fund balance $197,316,355

*Audited

15

Statement of Operations and Changes In Fund Balance – Unrestricted Fund*

MCG Health, Inc. 2001 Annual Report

Year Ended June 30, 2001Unrestricted revenue

Net patient service revenue $237,175,916

Indigent care trust fund revenue 24,018,090

Revenue from contractual services 36,154,655

Other operating revenue 18,823,596

Total revenue 316,172,257

Expenses

Salaries and wages 95,440,491

Employee benefits and payroll taxes 26,661,536

Purchased services 32,894,319

Utilities 2,983,000

Insurance 2,055,330

Supply expense 88,562,392

Depreciation and amortization 8,200,000

Other operating expenses 2,413,607

Provision for bad debts 38,213,903

Total expenses 297,424,578

Operating income 18,747,679

Nonoperating income

Investment income 3,057,022

Excess of revenue over expenses before margin allocation 21,804,701

Margin allocation (8,721,881)

Excess of revenue over expenses 13,082,820

Unrestricted fund balance, July 1, 2000 138,413,219

Unrestricted fund balance, June 30, 2001 $151,496,039

*Audited

16

George Gowder, MD 3 6

Retired Family PhysicianUnion County Hospital

Dr. Gowder retired from family practice at UnionCounty Hospital in 1985. He is a member of theAmerican Academy of Family Practice and a formermember of the American Medical Association and the Southern Medical Society.

Thomas Kelly, Jr. 5 6 9

Senior Vice President and Chief Financial OfficerMCG Health, Inc.

Mr. Kelly was named Senior Vice President and ChiefFinancial Officer of MCG Health, Inc. in 2000. Priorto that he held a number of accounting and financialpositions with the Medical College of Georgia Hospitalsand Clinics since 1973. He is a Board member of theAugusta United Way, a Board member and Treasurer of

Augusta Preparatory Day School, and a member of theAugusta Kiwanis Club, Inc., Georgia Finance Committee,Savannah River Regional Diversification Initiative andthe Georgia Department of Community Health HospitalAdvisory Board.

Donald M. Leebern, Jr. 1 8 9

Chairman of the BoardChairmanGeorgia, Alabama and Tennessee Crown Distributing Company

Mr. Leebern has been Chairman of the Georgia, Alabamaand Tennessee Crown Distributing Companies since 1992.He was named President of the companies from 1968 to

1992 after having served in a variety of sales positionswith the Georgia Crown Distributing Company since1960. Mr. Leebern is a member of the Board of Regentsof the University System of Georgia.

Marilyn Y. Carter, MD 3

PartnerAugusta Associates of Internal Medicine and Rheumatology

Dr. Carter has been a private practice physician inInternal Medicine and Rheumatology in Augusta since1994. She is a past President of the Stoney Medical,Dental and Pharmaceutical Society in Augusta and a

current member and former member of the ExecutiveBoard of the Georgia State Medical Association.

Terry D. Elam 3 7

PresidentAugusta Technical College

Mr. Elam is the President of Augusta TechnicalCollege. In addition, he is a Board member of theWalton Rehabilitation Hospital, the CSRA Classic and the American Red Cross. He serves on theDevelopment Authority of Richmond County, the

Governor’s Education Reform Commission, theGeorgia Medical Center Authority and the RegionalDevelopment Center.

Board of DirectorsFiscal Year 2001

17

Don W. King, MD 4 6 8

Professor of NeurologyMedical College of GeorgiaDirector of the Epilepsy ProgramMedical College of Georgia Hospitals and Clinics

Dr. King has served as Professor of Neurology at theMedical College of Georgia since 1987 and Director ofthe Epilepsy Program at the Medical College of Georgia

Hospitals and Clinics since 1983. In addition, he wasthe Chairman of the Board of Trustees of the PhysiciansPractice Group during the 2000-2001 fiscal year. He isa Fellow of the American Academy of Neurology and theEpilepsy Society, and a member of the American MedicalAssociation and the Richmond County Medical Society/Medical Association of Georgia.

Shirley A. R. Lewis, Ph.D. 3 7

PresidentPaine College

Dr. Lewis was named the 13th President of Paine Collegein 1994. She is a member of the National Associationof Independent Colleges and Universities, the Associationof Governing Boards, the Board of Directors of theUnited Negro College Fund, the Board of Directors of

Georgia Bank and Trust, and the Congressional AdvisoryBoard on Historically Black Colleges and Universities.

Daniel W. Rahn, MD 4 6 9

PresidentMedical College of Georgia

Dr. Rahn was named the seventh President of the MedicalCollege of Georgia in 2001. Previously, he was the SeniorVice President for Medical Affairs and Chief MedicalOfficer of MCG Health, Inc., a position he has servedin since 1999. Since joining the faculty of the Medical

College of Georgia in 1991, he has served as ViceChairman and Residency Program Director for theDepartment of Medicine, Chief of the Section ofGeneral Internal Medicine, Director of the Center forHealthcare Improvement and Vice Dean for ClinicalAffairs for the School of Medicine.

Martin NeSmith 1 7

OwnerNeSmith Chevrolet-Oldsmobile-Pontiac, Inc. andNeSmith Chevrolet-Olds

Mr. NeSmith is owner of NeSmith Chevrolet-Oldsmobile-Pontiac, Inc. of Claxton, GA, and owner of NeSmithChevrolet-Olds of Hinesville, GA. His communityactivism has included serving as Board Chair of the

Evans County Industrial Authority and the CoastalConservation Association of Georgia, President of theClaxton Rotary Club, a Board member of the EvansCounty Chamber of Commerce, a member of theBoard of Advisors for the College of Business at GeorgiaSouthern University and a member of the Evans CountyHospital Authority. He is a member of the Board ofRegents of the University System of Georgia.

Julius Scott, Ph.D. 3 6 8

Interim President EmeritusMedical College of Georgia

Dr. Scott served as Interim President of the MedicalCollege of Georgia from February 2001 to June 2001. Dr.Scott is also President Emeritus of Paine College, wherehe served from 1975 to 1982 and 1988 to 1994. He isa Board member of the Carnegie Council on Ethics and

International Affairs, a Trustee of Andrew College, andChair of The Atlanta University Center Board. He isCo-chair of the Advisory Committees of Penn Center andcurrent Special Assistant to the President for DiversityInitiatives of the Medical College of Georgia.

J. Timothy Shelnut 1 7

President and CEOFour Seasons Securities Inc.

Mr. Shelnut has been President and CEO of Four SeasonsSecurities Inc. since 1998. Prior to that, he held a num-ber of agency management operation and sales positionswith Northern Life Insurance Company, Gulf LifeInsurance Company and Penn Mutual Life Insurance

Company. He serves on the Boards of Directors of TheAugusta Child Advocates, the Juvenile Diabetes ResearchFoundation, the American Red Cross, Paine College,Augusta State University, Morris Museum, and First UnionBank in Augusta. Mr. Shelnut is a member of the Boardof Regents of the University System of Georgia.

18

Margaret Taylor 2 8 9

Deputy to the Senior Vice ChancellorsBoard of RegentsUniversity System of Georgia

Mrs. Taylor was named Deputy to the three Senior ViceChancellors (Academics and Fiscal Affairs, ExternalAffairs and Facilities and Support Services) of the Boardof Regents of the University System of Georgia in 2000.

Prior to that, she was Deputy to the Senior Vice Chancellorfor Capital Resources from 1999 to 2000. Previously,she held a number of executive positions with the GeorgiaDepartment of Medical Assistance from 1995 to 1999,and professional positions in the Department of HumanResources from 1972 to 1995.

Betty Wray, MD 4 6 7

Senior Vice President of Clinical Activities and Interim Dean of the School of MedicineMedical College of Georgia

Dr. Wray is Senior Vice President of Clinical Activitiesand Interim Dean of the School of Medicine of theMedical College of Georgia, a post she has held since2000. Previously, she was Vice Chairman of theDepartment of Pediatrics and Section Chief of Allergy-Immunology from 1985 to 2000. She joined the Medical

College of Georgia faculty in 1968 as an Instructor inPediatrics and has held successively responsible positions.She is a reviewer for The Journal of Allergy and ClinicalImmunology and is on the Editorial Board for the Journalof Asthma. She is a Fellow of the American Academy ofPediatrics and the American Academy of Allergy andImmunology, and a member of the American MedicalAssociation. She is a past President of the AmericanCollege of Allergy, Asthma and Immunology.

Patricia Sodomka, FACHE 5 6 7

Executive Vice President and Chief Operating OfficerMCG Health, Inc.

Mrs. Sodomka was named Executive Vice President andChief Operating Officer of MCG Health, Inc. in 2000.Previously, she was Executive Director of the MedicalCollege of Georgia Hospitals and Clinics from 1995 to2000. She joined the staff of the Medical College of

Georgia Hospitals and Clinics in 1987. She has held anumber of health care administration positions at Ohio’sGrant Hospital, The Children’s Hospital and RiversideMethodist Hospital, and Tampa General Hospital inFlorida. Mrs. Sodomka is a Fellow of the AmericanCollege of Health Care Executives.

Curt M. Steinhart, MD 5 6 7

President and Chief Executive OfficerPhysicians Practice Group

Dr. Steinhart has been President and Chief ExecutiveOfficer of Physicians Practice Group since 2000. Previously,he served in a number of faculty and administrativepositions with the Medical College of Georgia, includ-ing Chief of Medicine of the Children’s Medical Center

from 1995 to 2000. He joined the faculty of the MedicalCollege of Georgia Hospitals and Clinics in 1983 asMedical Director of the Pediatric Intensive Care Unit.He is a member of the American College of PhysicianExecutives, the Society of Critical Care Medicine andthe American Medical Association. He is a Fellow ofthe American Academy of Pediatrics, the SouthernSociety of Pediatric Research and the American Collegeof Critical Care Medicine.

1-Board of Regents Member2-Chancellor Appointee 3-Public Member 4-MCG Member 5-Ex-Officio (Non-voting) Member

6-Joint Conference Committee Member 7-Planning and Development Committee Member 8-Trustees Committee Member 9-Finance Committee Member

Don Snell 5 6 7 8 9

President and Chief Executive OfficerMCG Health, Inc.

Mr. Snell was named President and Chief Executive Officerof MCG Health, Inc. in 1999. Previously, he was Presidentand Chief Executive Officer of The Long Island CollegeHospital from 1996 to 1998 and was a consultant to theorganization from 1998 through 1999. From 1994 to1996, he served in a variety of capacities at the University

of Pennsylvania Health System, including ExecutiveDirector of the Hospital of the University of Pennsylvaniaand Presbyterian Medical Center. He held several exec-utive leadership positions at Grady Health Systems inAtlanta and the Detroit Medical Center Hutzel Hospital.He currently serves on the Board of Directors of theUniversity HealthSystem Consortium, the NationalPerinatal Information Center, Georgia Medical CenterAuthority and Augusta Tomorrow.

The Board of Directors of MCG Health, Inc. wishes to thank those who served a partial year on theBoard during Fiscal Year 2001: D. Douglas Barnard, Jr.; Thomas J. Coleman; Lindsay A. Desrochers;Charles H. Jones; and Francis J. Tedesco, MD.

19

(Children’s Medical Center)

William P. Kanto, MDMedical Director, Children’s Medical Center

C. Robert Baisden, MDPathology

Jatinder J. Bhatia, MDMedicine

Michael M. Vigoda, MDAnesthesiology

Charles G. Howell, Jr. MDSurgery

Eric J. Howell, MDRadiology

From left to right (seated): Thomas Kelly, Jr., Don Snell and Patricia Sodomka. From left to right (standing): Richard R. Bias, Sharon P. Faircloth, Gregory N. Robinson,Angela Lambert, William G. Hayes IV, Deborah L. Humphrey, Harold H. Scott, Lynn Brown,Vernon Spaulding, MD and William H. Boling, Jr.

Senior Leadership TeamFiscal Year 2001

(Hospitals and Clinics)

J. Peter Rissing, MDMedical Director, Adult Hospital

Stephen M. Bonsib, MDPathology

Ralph J. Caruana, MDMedicine

Lawrence D. Devoe, MDOB/GYN

Thomas R. Gadacz, MDSurgery

David C. Hess, MDNeurology

Joseph Hobbs, MDFamily Medicine

Julian J. Nussbaum, MDOphthalmology

Dan C. Martin, MDAnesthesiology

Larry B. Mellick, MDEmergency Medicine

James V. Rawson, MDRadiology

Allen L. Sisk, DDSHospital Dental Service

Stewart A. Shevitz, MD MSHAPsychiatry

Clinical Service Chiefs (not pictured)

Don SnellPresident and Chief Executive Officer

Richard R. Bias, CHEVice President, Ambulatory and Network Services

William H. Boling, Jr.General Counsel

Lynn BrownExecutive Advisor to the President/CEO

Sharon P. FairclothVice President, Strategic Support

William G. Hayes IVVice President, Human Resources

Deborah L. HumphreyDirector, Public Relations

Thomas Kelly, Jr.Senior Vice President and Chief Financial Officer

Angela Lambert, RNVice President, Patient Care Services andChief Nursing Officer

Gregory N. RobinsonDirector, Business Venture Development

Harold H. ScottVice President, Information Services andChief Information Officer

Patricia Sodomka, FACHEExecutive Vice President and ChiefOperating Officer for Hospital Operations

Vernon Spaulding, MDCorporate Compliance Officer

20

Main Campus1120 15th StreetAugusta, GA 30912

Center for Senior Health2818 Hillcreek DriveAugusta, GA 30909

Center for Sports Medicine937 15th StreetAugusta, GA 30912

Georgia Radiation Therapy Center821 St. Sebastian WayBuilding HKAugusta, GA 30912

Keysville Family Health Center480A Martin Luther King Jr. RoadP.O. Box 178Keysville, GA 30816

Outpatient Hemodialysis Unit914 New Bailie StreetAugusta, GA 30912

Psychiatry & Health Behavior1515 Pope AvenueAugusta, GA 30912

Albany Health District #8, Unit 21306 S. Slappey BoulevardColony Square SouthSuite BAlbany, GA 31701

Albany Rural Health Clinic1120 W. Broad AvenueSuite C-1Albany, GA 31701

Phoebe Northwest2336 Dawson RoadAlbany, GA 31707

Athens Children’s Medical Services645 Meigs StreetAthens, GA 30601

Athens Neighborhood Health Center675 College AvenueP.O. Box 147Athens, GA 30603

St. Mary’s Hospital1230 Baxter StreetAthens, GA 30606

Augusta Salvation Army Homeless Clinic1384 Greene StreetAugusta, GA 30901

East Georgia Community Mental Health Center3421 Mike Padgett HighwayAugusta, GA 30906

NDT/Augusta817 Crawford AvenueAugusta, GA 30904

Pediatric OphthalmologyAssociates2824 Hillcreek DriveAugusta, GA 30909

Reproductive Labs of Augusta905 15th StreetBuilding FAugusta, GA 30901

Richmond County Jail – Phinizy Center1941 Phinizy RoadAugusta, GA 30906

Richmond County LawEnforcement Center401 Walton WayAugusta, GA 30901

Southeast Retina Center3685 Wheeler RoadSuites 201/202Augusta, GA 30909

Three Springs Residential3431 Mike Padgett HighwayAugusta, GA 30906

Pierce County Health Department715 Ware StreetBlackshear, GA 31516

Glynn County Health Department1609 Newcastle StreetBrunswick, GA 31520

S.E. GA Regional Medical Center3100 Kemble AvenueBrunswick, GA 31521

Taliaferro County Health Department109 Commerce Street NWP.O. Box 184Crawfordville, GA 30631

Tri-County Community HealthCenter – Crawfordville156 Alexander StreetCrawfordville, GA 30631

MCG Health, Inc.

Locations

In addition to offering quality care at MCG sites, our physicians travel to anumber of satellite clinics to meet the health needs of patients in Georgiaand South Carolina.

Columbia Fairview Park Hospital200 Industrial BoulevardDublin, GA 31040

Dublin Children’s Medical Services 1835A Highland Westgate Dublin, GA 31021

Laurens County Health Department2121 Bellevue RoadDublin, GA 31021

Gainesville Children’s MedicalServices1856 Thomas Bridge RoadSuite 103Gainesville, GA 30501

Tri-County Community HealthCenter – Gibson437 East Main StreetGibson, GA 30810

Augusta State Medical Prison3001 Grovetown HighwayGrovetown, GA 30813

Jefferson County HealthDepartmentHighway #1 NorthP.O. Box 306Louisville, GA 30434

Jefferson County Hospital1067 Peachtree StreetSuite 101Louisville, GA 30434

Macon – Bibb County Health Department171 Emery HighwayMacon, GA 31201

Central State HospitalBroad StreetMilledgeville, GA 31062

Moultrie-Colquitt Regional Medical Center3131 South MainP.O. Box 40Moultrie, GA 31776

Washington County Regional Medical Center501 Sparta RoadSuite C-1Sandersville, GA 31082

Chatham County Health Department1602 Drayton StreetSavannah, GA 31401

Memorial Medical Center4700 Waters AvenueSavannah, GA 31403

Savannah Children’s MedicalServices11706 Mercy Boulevard #8Savannah, GA 31419

Hancock County HealthDepartment541-A Boland StreetP.O. Box 398Sparta, GA 31087

Tri-County Community HealthCenter – Sparta323 Hamilton StreetSparta, GA 31087

Daisy Youth Center – Statesboro11 South Mulberry StreetStatesboro, GA 30458

East Georgia Regional Medical Center1499 Fair RoadP.O. Box 1048Statesboro, GA 30458

Statesboro Children’s Medical Services3 West Altman StreetStatesboro, GA 30458

J.D. Archbold Medical Center915 Gordan AvenueP.O. Box 1018Thomasville, GA 31799

Family Eye Care Assoc. – Thomson311 Flucker StreetThomson, GA 30824

McDuffie County Health Department307 Green StreetP.O. Box 266 Thomson, GA 30824

Tifton Physician’s Center718 18th StreetTifton, GA 31793

Daisy Youth Center – Valdosta3527 North Valdosta RoadValdosta, GA 31601

Valdosta Children’s Medical Services2700B North Oak StreetValdosta, GA 31602

Tri-County Community Health Center – Warrenton140 Norwood RoadWarrenton, GA 30828

Warren County Health Department510 Legion DriveP.O. Box 322Warrenton, GA 30828

Daisy Youth Center – Waycross1720 Reynolds StreetWaycross, GA 31501

Burke County Health Department332 Dogwood DriveP.O. Box 238Waynesboro, GA 30830

Johnson County CommunityHealth Center508 West Elm StreetP.O. Box 371Wrightsville, GA 31096

Anderson Medical Child Health Center500 North Fant StreetAnderson, SC 29621

Greenwood Genetics Center1 Gregor Mendel CircleGreenwood, SC 29641

Produced by Public Relations, MCG Health, Inc. Designed by Corporate Reports Inc./Atlanta © MCG Health, Inc.

Printed in U.S.A. MCG Health, Inc. is an equal opportunity employer. E Printed on recycled content paper.

MCG Health, Inc.1120 15th Street

Augusta, GA 30912Phone: 706.721.0211www.mcghealthcare.org