99H - Transforming a Support Services Culture to One of Transparency, Accountability and Collaboration: A Journey to an Insourced Management Model
Wednesday, March 22
In healthcare, outsourcing vs. insourcing the management of support services, including environmental services, patient transport and linen continues to be a hot debate. Support services play a critical role in optimizing patient throughput, and outsourcing them may appear to be the most cost-effective approach. One academic medical center’s transition from an outsourced to an insourced management model has resulted in significantly improved performance, reduced labor cost, a more engaged leadership team and staff, and a culture of continuous improvement. Moving to an insourcing solution can be an overwhelming task; however, the right structure and transitional plans can enable a seamless transition.
This presentation outlines the process and framework used by the medical center to transition its support services management team from an outsourced model to a successful, sustainable self-operation model. Coincidently, the transition to self-operation was initiated in parallel to the pandemic. Despite encountering new, unanticipated challenges, the move to self-operation reduced cost; advanced quality standards; improved management controls; enhanced communication and collaboration; and refined agility, flexibility, and innovation. Key drivers in the success of the implementation included a well-prepared plan for transition, a system to monitor and measure ongoing performance, and the ability to adjust processes. The model is built on an operational excellence framework, embedding a culture of transparency, accountability and collaboration.
- Understand the process and structure used to implement a successful self-operating support services management model.
- Assess the benefits realized with an insourced vs outsourced management model.
Vice President, Operations
Christine Behr, PMP
Director Patient Transport and Support Services Optimization