At the November 28 Town Meeting, Chief Operating Officer Matt Van Vranken gave the audience a glimpse into the future of BWH over the next five years. Van Vranken’s presentation unveiled the BWH Strategic Plan; covering in detail the seven target areas that have been identified as keys to helping the hospital remain competitive.

Van Vranken called upon the audience to “spread the word” about the changes that will take place and how the hospital plans to grow and fulfill its mission. At the end of his presentation, Van Vranken and Andy Whittemore, MD, chief medical officer, joined in an open discussion.The following are excerpts from the question-and-answer session that followed the Strategic Plan Presentation at the November 28 Town Meeting:

Q: Do you know what the next wave of health care trends is going to be or do you see one coming toward us?

A: (Matt Van Vranken, chief operating officer) The economy is a big question mark. It is interesting to note, however, that the health care industry is somewhat inflation proof. The way the economy affects us will depend on how other businesses and industries struggle and how their health insurance is shaped and formed. Activity here will not be a problem, but our ability to get paid for our services could be impacted in an economic downturn. In terms of mega-trends, I really don’t see anything in the near future.

Q: Can you tell me what type of ramifications Care Group/Beth Israel Deaconess’ (BI) current financial situation will have on this institution and the strategic plan?

A: (MVV) BI is currently working their way out of major debt. They have hired the Hunter Group, a company that specializes in turning around distressed hospitals. Their strategy right now is very dependent upon finding ways to shed a great deal of debt. Any revitalization plan will obviously impact the hospital campus.

A: (Andy Whittemore, MD, chief medical officer) I think the question of BI’s future makes us all think about patient care. How can we assimilate a volume transfer when we are already clearly at capacity? In terms of the strategic plan, the matter is very important. We will look at creative ways to collaborate with all hospitals.

Q: Can you explain in more detail how the plan for an additional 82 beds by 2005 will be implemented? And, how will they be distributed?

A: (MVV) That’s a great question. The beds are both real and virtual. The virtual beds come from our goal to reduce length of stay. The important point here, especially as related to the cost savings portion of the plan, is that when length of stay is reduced and beds open up, no capital dollars have been spent to increase space.

A: (MVV) In 2003, our plan calls for us to recommission 40 beds in the Tower. These will be created through various modifications and will require thoughtful plans to move current occupants from their existing space. In terms of distribution, the greatest opportunity in length of stay reduction is in the surgery side of the hospital. To the extent which surgery can drop length of stay, it creates capacity for them to control. As I mentioned earlier, the plan calls for a modest growth in general medical service (GMS) over the next four to five years, significant growth in cardiology and oncology and very significant growth in surgical specialties such as cardiac surgery. The Faulkner relationship is key to our growth plan. For example, in the case of GMS, this is one area where the growth will occur most dramatically at Faulkner.

Q: How will the OB Service Line be impacted?

A: (MVV) I will start off by saying that BWH should be very proud of its Obstetrics service. We are one of the largest birthing centers in the nation, with more than 10,000 deliveries in 2001. Because we will be looking to decrease our births does not in any way diminish our commitment to the community. Nurses who are right now providing obstetrics care are working with Mairead Hickey and her leadership team to make sure that the people who are most affected will help shape the way obstetrics will look in the future. There have already been individual meetings and group dialogues set up for staff who currently work in the Connors Center.

A: (Mairead Hickey, vice president, Women’s and Specialty Services) Brigham Obstetrics is known by everyone— that is the good news, but it also creates a challenge for us. We need to work within the Partners network to increase OB volume at Newton-Wellesley and other hospitals. We are looking at creative ways to increase the community’s awareness and confidence in other birthing centers. Quite honestly, we want to ensure patients deliver in the most appropriate site of care and this may mean other hospitals.

Q: How would you advise managers to bring the message of the strategic plan to their staff, especially those who may have questions or concerns?

A: (from MVV) One of the things our senior leadership team has committed to this year is the notion of having town meetings that will be available at your departments. This new communications campaign has been coined “Travelling Town Meetings.” As part of the Travelling Town Meetings program, you and your departments will have the opportunity to bring us in to help you respond to questions. I would encourage this for all departments, especially to the extent to which people have concerns. I speak on behalf of all senior leadership when I say that we are happy to come visit at department meetings either armed with a formal powerpoint presentation or just for an open discussion. If anyone is interested in scheduling one of these meetings, please contact the Public Affairs office (617-534-1600).

(MVV): I just would like to add that it is very important that we don’t restrict access to information about the new strategic plan and goals for the hospital. People are going to see changes and if they do not have a context within which to understand the changes around them, we may face even more resistance to change than what one would normally expect. We want to do our best to bring the information to the community, help people to understand the strategic plan and we highly encourage a dialogue about the impact the plan will have on various facets of the hospital.