One hundred years ago, Children’s Minnesota founder Dr. Walter Ramsey was working out his talking points. How was he going to convince St. Paul citizens to help him build a brand-new hospital just for kids? Especially when there were already general hospitals in St. Paul that had been treating kids for years?
In the document below, written by Dr. Ramsey in 1924, you can actually see him shaping his message. I imagine him sitting at his desk with a pencil in hand, working out his most persuasive arguments. Underlining certain lines, crossing out others. He knew he had to make a strong argument to counter naysayers and raise enough money to build the Children’s Hospital of St. Paul.
Points to be Emphasized
The vital importance of the Children’s Hospital to the community.
It sets the standard for Doctors, Nurses, other hospitals and the public in everything pertaining to the health and proper care of children.
In the training of Doctors, Nurses and the Public in the care of children.
Its importance to the University in the training of Doctors in the special field of Pediatrics.
Training Interns from other Hospitals.
Training Nurses from other hospitals in the special field of Children’s Nursing.
A Children’s Hospital should not be simply a ward of a General Hospital. It must have an individuality of its own to emphasize and Study the Child and its needs.
A Children’s Hospital may and should, in the interest of economy and efficiency, have a close working agreement with one or more General Hospitals, but the Children’s Hospital should maintain its own identity and its own Staff. The fact that almost every city in the United States has a Children’s Hospital, and more are being built every year, is sufficient evidence of their vital importance.
The Children’s Hospital cannot earn enough to maintain itself. It must be subsidized from one or many sources.
If a Children’s Hospital earns half its overhead, that would be considered normal, depending upon the percentage of free beds.
To do this, it must expand and provide the additional room and equipment necessary to maintain its high standard, which was set for it at its very inception.
Take a look at the seventh and eighth paragraphs from the top. They say:
A Children’s Hospital should not be simply a ward of a General Hospital. It must have an individuality of its own to emphasize and Study the Child and its needs.
A Children’s Hospital may and should, in the interest of economy and efficiency, have a close working agreement with one or more General Hospitals, but the Children’s Hospital should maintain its own identity and its own Staff.
I love how foundational and unchanging these paragraphs are for Children’s Minnesota, even to this day, 100 years later. We were founded on the philosophy of being an independent children’s hospital and, as we look to the next 100 years, it’s still a cornerstone of who we want—and need—to be.
Here’s why.
Uncompromising care
Children aren’t just small adults; they have unique medical needs that require special knowledge, equipment and care. Because Children’s Minnesota is an independent pediatric health system, we can focus solely on these needs without being swayed by the broader priorities that come with being part of a larger health system. This means kids get the best care possible.
For example, when a child comes to us with a condition, our caregivers have seen it before; they’ve spent years treating kids just like them. They know exactly what to do, from the right tests to the best treatment options.
Some say that children’s hospitals that join adult health systems can still manage to thrive. I don’t agree that this is always the case. If Children’s Minnesota were to merge with a larger adult health system, there would always be the risk of priorities shifting away from our pediatric mission. What happens if the adult side is losing money, or adult patients need more resources? Our pediatric side might get shortchanged.
Because we are independent, we never have to face the question: Are we going to invest in our pediatric mission or our adult mission? Kids always come first. We can invest in the latest technology, hire the best people and offer the most comprehensive care, without worrying about the bottom line of other parts of the health system.
Independence not isolation
Just like Dr. Ramsey said above, we will continue to work closely with other hospitals. Our partnerships with Allina, Mayo Clinic and the University of Minnesota are great examples. These partnerships enhance our quality of care and provide additional resources and expertise without shifting our focus away from children.
But we will also maintain our independence, our own identity and our singular mission: to champion the health needs of children and families.
No distractions, no compromises.
Marc Gorelick, MD
President, chief executive officer
Marc Gorelick, MD, is the president and chief executive officer (CEO) at Children’s Minnesota. He is deeply committed to advocacy issues that impact children’s health, sustainability and advancing diversity, equity and inclusion.
Learn more about his book, “Saving Our Kids: An ER Doc’s Common-Sense Solution to the Gun Crisis.” All proceeds from the book will be invested back into Children’s Minnesota gun violence prevention work.
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