Page 4 - Pediatric Strategic Plan

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STRATEGIC PLAN 2027
Executive Summary
Michael B. Pitt, M.D. / Associate Chair of Faculty Development and Strategic Planning
Strategic and planning are two words not usually associated with fun and excitement. While clearly established as a best practice in moving an organization forward, the strategic planning process and product
itself can often land tedious, dry, and opaque. In fact, a refrain we often heard from faculty and staff when we began revisiting our prior strategic plan was “wait, what strategic plan?” While many remembered that there
had been a strategic planning process and praised the improvements and new initiatives executed over the
last several years, the context of the strategic plan had not remained top of mind. The reality was that while our preceding plan was monumental and informed significant change in the department with dozens of meaningful outputs, it was used primarily behind the scenes. With this reflection, our 2027 strategic planning process and output began with the commitment to be engaging, exciting, and inclusive of all members of the department, while maintaining transparency throughout the creation of a living document.
Importantly, one of the first steps pursued was developing our list of guiding principles for our strategic planning process. Called Double Vision - a vision for the vision, a clear framework for how we went about the planning process. These principles included: ●
• The process will be non-hierarchical and inclusive
●> Whileweexpecttoleanoncurrentdepartmentalleadershipforinstitutionalmemory,
we aim to build this vision by engaging the future of the department and hearing all voices
• Culture eats strategy for breakfast
> This process cannot become a dry strategy building process that exists in a vacuum.
We recognize how difficult these past years have been and want this process to be a
culture building, inspiring, and fun experience.
> We want this to generate pride and excitement for working here towards shared goals.