When initiating a strategy, it is not enough to have a goal or a desired effect in mind ... that is only the beginning. Leadership must be able to think through what must be achieved and implemented in order to achieve their goals and objectives. Considerations include: customer needs, stakeholders’ expectations, mandates, internal organizational strengths and weaknesses, opportunities and threats, resources, process management, data analysis, metrics and measurement, knowledge management, anticipated results, effectiveness and efficiencies. These and more factors must be explored, all the while providing the highest standard and quality in care, readiness and education.

Strategy must be flexible and adaptable rather than just a rigid set of instructions and directives. Long-term, valued, sustainable superior performance is an ultimate goal of strategy. There are so many factors and variables, both foreseeable and unforeseeable, to work into a strategy. We must consider all angles and all potential ramifications. It is an invaluable tool when there is major change or reorganization to an enterprise. At NNMC, some of the factors we will consider in determining our final strategy to become THE Nation’s Military Medical Center:

A plan that fits within the Bureau of Medicine and Surgery and other higher echelon plans. We must make sure our goals for NNMC are aligned with the goals and direction of Navy Medicine.

A strategic plan for full integration with Walter Reed Army Medical Center. This melding of our two facilities will set an enormous precedent. A merger of this kind has never been attempted in military medicine. There will be many first-of-their-kind and unforeseen components that our strategy will have to remain flexible to accommodate.

A strategy that will ensure the ongoing high quality care of our Wounded Warriors. We will continue to make this a top priority. We must use our best judgment in the face of the unknown and be ready to care for any number of patients at any given time.

For the National Naval Medical Center, we will be closing out our goals from Fiscal Year 07 and establishing new goals for Fiscal Year 08. We will build on the progress made in previous years and learn from past lessons and obstacles encountered. Strategy is an art as well as a science and we will revisit NNMC’s strategy for the future in the next couple of months. As Leaders, we must intricately balance all facets to achieve our desired outcomes, We cannot rest on our laurels; we must drive continuous improvement to exceed national quality indicator benchmarks. At no time will we compromise the quality of our care or the health and well being of those placed in our guardianship. This, as always, is our most important and unwavering mission.

Commander sends,