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On Tuesday morning, Walter Reed Bethesda will focus its attention on its first Strategic Plan, outlining where the medical center wants to be in the future and how it will get there.

After a year in the making, command leadership will announce the details of the new plan from 8 to 9 a.m., in the Memorial Auditorium. To reach as many staff and patients as possible, the rollout will also be broadcasted in the Laurel Clark Auditorium and telecast throughout the command’s TV network.

"Our approach to planning is unique because we determined the effect we want the experience of our medical center to have on patients, families and staff, in addition to clarifying strategic priorities. We couldn't begin to execute our plan at a more appropriate time, as we mark our anniversary - and we certainly could not do this without your input and continued support," said Walter Reed National Military Medical Center (WRNMMC) Commander Rear Adm. Alton L. Stocks.

The Strategic Plan, a command-wide effort involving collaboration between leadership and staff, started with the medical center defining its vision and mission.

To support this vision, six main pillars were established: quality of care, service excellence, research, readiness, education and the business of health care. People and resources were considered the foundations upon which the pillars, mission and vision all rest.

“Designated champions launched Pillar and Foundation Groups to manage a command-wide staff and patient input effort,” added Ann-Marie Regan, special assistant for organization development. “We designed Gallery Walks to encourage staff and patients at all levels to contribute to a plan that we will all implement in the coming years.”

During these sessions, an estimated 6,200 comments were made by staff and patients, said Navy Lt. John Gardner, regional director for strategy and innovation. “We wanted to empower the staff and capture their creativity. We believe these Gallery Walks did just that,” he said.

Command leaders reviewed staff and patient comments, categorizing them to ensure they were incorporated into the appropriate pillar or foundation. These matters of concern translated into about 51 command-level initiatives to be addressed by the Board of Deputies over the next few years, Gardner said. On Tuesday morning, he continued, the entire command is encouraged to learn about the strategic plan and initiatives that will be implemented.

“The command’s vision for the next five to 10 years is to create extraordinary experiences for patients, families and staff, while driving tomorrow’s healthcare advances,” Regan continued. “So, we have to focus on the future.”

In the following weeks, staff will be notified as to how they can continue to be involved in implementing these initiatives.

Gardner noted the strategic plan not only addresses the needs of the population it serves, patients and staff it allows those affected by the plan to be directly involved each step of the way.

“Staff and patient input is vital, because if we don’t ask the people it’s affecting, we could come up with solutions, but those solutions may not meet the true need of our organization,” he explained. “By using this method, patients and staff gain ownership in the future of Walter Reed Bethesda.”

It’s also important to note, that this intricate strategic planning is underway at the nation’s largest military medical center. Using this tactical approach, breaking up these initiatives into phases, provides that roadmap to guide our medical center on its path to success, said Gardner.

Expanding on Gardner’s statement, Regan said, “We want people to understand, Walter Reed Bethesda belongs to them. They’re the shareholders, patients and staff. We want patients to know they are part of the finest military medical center in the world. We want the staff to know that at Walter Reed Bethesda, what they do matters.”