The 13,000-employee Baystate Health System needed to reduce management inconsistencies and inefficiencies across its four hospitals and more than 80 practices under the oversight of Baystate Medical Practices, a hospital-owned group with more than 1,000 employed providers. This session will explore how the system launched an organizational design initiative with a goal of addressing leadership burnout, creating an equitable workload balance, and building more streamlined, interconnected teams across practices. Attendees will learn how, despite the sensitive nature of this work, the project team was able to establish a transparent, collaborative and meticulously planned approach. Natural attrition (resignation and retirement) was a key driver of opportunity and therefore created a high-return, low-impact way for executing recommendations. Through analysis of existing structure and a continuous circle-back approach with leadership, the results allowed for budget reallocation through the reinvestment in employees and patients, while creating a more lean, modern organization that is well positioned to tackle the healthcare challenges of the future.
Learning Objectives:
Appraise the span of responsibility methodology and its application to medical groups
Determine how to integrate the methodology to achieve and maintain an optimal practice leadership structure
Evaluate the financial impact of leadership structure changes on the practice level and for a larger health system
