Time to be Bold, a new, hospital-wide strategic plan, looks 10 to 15 years ahead to project what Children's Hospital Boston could—and should—be like in the future. To start to address questions like, 'How do we continue to earn our role as a worldwide leader?', What does the future of health care look like and how can we respond?' and 'How many beds and locations should we have?,' the hospital undertook a comprehensive strategic analysis to develop a forward-thinking, long-range plan that looks at all of our mission areas.
The first phase of the process started last summer when leadership gathered information about our key strategic issues. James Mandell, MD, president and chief executive officer, and Sandra Fenwick, chief operating officer, have met with leaders across the hospital, from the Board of Trustees to senior physicians, nurses and administrators, to develop a framework and strategic priorities.
While these priorities are being evaluated, one crucial part of Children's make-up is never far from leadership's mind: our people. "The long-term success of Children's hinges on the clinical skills, innovative talents, excellence and dedication of our staff, who are this institution's most valuable and irreplaceable asset," says Fenwick.
The first phase of the Time to be Bold plan, which involved a full-day retreat with the Board of Trustees and senior leadership, included a full assessment of our strengths and weaknesses and a look at our goals (see box below). While the hospital's key goals have been reconfigured to incorporate long-term planning, Children's vision and mission will remain the same.
The next phase will take place during the first half of this year and will involve the development of a more concrete action plan that will, among other things, determine ways to expand our clinical and research endeavors, focus our community initiatives and streamline our oganizational structure. |
