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Restructuring of cardiovascular services at Children's Hospital, Boston, Massachusetts
1Cardiovascular Program, Children's Hospital, Boston, Massachusetts 02115, USA.
Insights
Children's Hospital leaders implemented a new Cardiovascular Program, restructuring leadership and operations to improve cardiovascular services and reduce the operating budget by 10% through strategic personnel, supply, and ancillary usage changes.
Area of Science:
- Healthcare Management
- Cardiovascular Medicine
- Organizational Strategy
Background:
- Growing concerns regarding healthcare environment turbulence and uncertainties.
- Need for effective positioning of cardiovascular services for future quality care.
- Recognition by Children's Hospital leaders of the need for strategic adaptation.
Purpose of the Study:
- To design and implement a transformational strategy for leadership and organization of cardiovascular services.
- To enhance the delivery of quality cardiovascular services amidst healthcare uncertainties.
- To create a sustainable model for future cardiovascular program operations.
Main Methods:
- Development of a new Cardiovascular Program by physician and nursing leaders.
- Implementation of changes in governance, administration, and clinical operations.
- Establishment of a Governance Board for fiscal and clinical oversight.
Main Results:
- Unified Cardiovascular Program established with dedicated Governance Board.
- 10% reduction in operating budget achieved over two years, totaling $2.1 million.
- Cost savings realized through creative restructuring of personnel, supplies, and ancillary usage.
Conclusions:
- The implemented organizational innovation serves as a model for collaborative practice in cardiovascular services.
- The new model aims to enhance clinical care excellence and foster knowledge generation.
- The strategy supports the retention of an environment conducive to innovation and tradition of excellence.
Background:
In recent years there has been growing concern about the turbulence and many uncertainties in the health care environment. The leaders of the Cardiovascular Departments at Children's Hospital in Boston recognized the need to position themselves more effectively for providing quality cardiovascular services in the future.
Methods:
A transformational strategy for leadership and organization of cardiovascular services was designed by the physician and nursing leaders of the Cardiovascular Departments. The new Cardiovascular Program included changes in governance administration and clinical operations.
Results:
A Governance Board was appointed to oversee the fiscal and clinical affairs of the unified Cardiovascular Program. The operating budget was reduced by 10% (2.1 million dollars) over a 2-year period. This goal was achieved with creative restructuring in three areas: (1) personnel, (2) supplies, and (3) ancillary usage.
Conclusions:
This organizational innovation is a model for collaborative practice. It is hoped that this new model will allow the faculty and staff to improve upon a tradition of excellence in clinical care and will help in retaining an environment and spirit conducive to the generation of new knowledge.