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Strategic planning in academic paediatric hospitals: The need for child health input
Joel Warkentin1, Timothy Frewen
1The University of Western Ontario, London, Ontario.
Insights
Integrating Canadian paediatric programs into larger hospitals can harm child health services if paediatric experts are excluded from executive decisions. This exclusion led to specialist resignations and impacted care delivery and education.
Area of Science:
- Health Services Management
- Paediatric Academic Medicine
- Healthcare System Integration
Background:
- Canadian paediatric academic programs have increasingly integrated into larger hospitals and health authorities over 20 years.
- This integration presents challenges for maintaining specialized child health services within broader healthcare systems.
Purpose of the Study:
- To illustrate the negative impacts of strategic planning and system changes in academic hospitals without child health input.
- To highlight the critical need for paediatric stakeholder involvement in executive decision-making.
Main Methods:
- Case study analysis of the Children's Hospital of Western Ontario's integration into London Health Sciences Centre.
- Examination of the divergence between executive leadership vision and paediatric healthcare provider perspectives.
Main Results:
- Executive leadership vision conflicted with paediatric care providers' needs.
- This conflict resulted in the resignation of paediatric subspecialists.
- The Department of Paediatrics' capacity for care delivery and professional education was compromised.
Conclusions:
- Exclusion of child health input from executive decision-making can have detrimental effects on paediatric academic programs.
- Involving paediatric stakeholders in strategic planning is essential for successful healthcare integration and maintaining quality child health services.
Abstract:
Over the past two decades, a number of Canadian paediatric academic programs, previously operated as separate hospitals, have been integrated into larger teaching hospitals or regional health authorities. The present article describes the recent experience of the Children's Hospital of Western Ontario within the London Health Sciences Centre (London, Ontario) to illustrate the potential deleterious effects of planning, system and program changes in a large academic hospital without child health input at the executive decision-making level. The vision of the London Health Sciences Centre Executive Leadership Team and Board of Directors was divergent from that of the paediatric health care providers, which resulted in the resignation of a number of paediatric subspecialists and compromised the ability of the Department of Paediatrics to deliver paediatric care and educate future professionals. The present article highlights the need for the involvement of paediatric stakeholders in strategic planning in the hope that other academic centres can learn from this experience.
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