Like many health systems, Brown University Health operated for a long time as a very siloed organization when it came to key business functions. About a year ago, we set out on a path to change that, and the results have been promising.
A not-for-profit health system based in Providence, R.I., and formerly known as Lifespan, Brown University Health comprises three teaching hospitals of The Warren Alpert Medical School of Brown University, including the nation’s first psychiatric hospital for children, three community hospitals offering a broad range of health services, the state’s largest provider of community behavioral healthcare, and the state’s largest multispecialty practice.
In an effort to move the organization’s business functions in a more collaborative direction, I was part of an effort in the summer of 2024 to develop the concept of a Business Operations Committee, which aimed to bring together stakeholders from across all Brown University Health facilities. Our goal was clear: enhance collaboration, break down barriers and drive informed, systemwide business decisions. This initiative marked the first formal unification of business leaders across the system, and we began seeing the benefits almost immediately.
To establish a shared understanding and reinforce the importance of the committee’s role in shaping business and operational KPIs, we created a formal charter. The committee aligns with Brown University Health’s “One System, One Team” philosophy and serves as a solution-focused forum for engaging all key business stakeholders. As a member of this group, I worked alongside others to pursue several core objectives:
- Drive operational excellence and financial stability.
- Promote interdepartmental collaboration.
- Streamline business processes and reporting.
- Align decision-making processes.
- Take a team-based approach to addressing variances and opportunities.
- Evaluate and optimize resource utilization.
The committee includes service line and operational leaders from both acute and ambulatory care specialties. One of our first collective tasks was to identify and assess our top business priorities and the barriers standing in the way. To support this, we developed a priority tracker that outlined several critical focus areas:
- Increase access to decision support tools and real-time data.
- Identify supply chain opportunities.
- Take a systemwide approach to eliminate silos.
- Include standardization of reporting.
- Conduct deeper analysis of reimbursement and cost data.
This approach ensures that every voice is heard, something we had been missing before. We quickly realized that many departments across the organization were facing similar challenges. By working together as a cohesive team, we started to resolve these issues more effectively.
Perhaps most importantly, I’ve witnessed the transformational impact the committee has had on our organizational culture. We’re building trust, forging stronger relationships across departments, and laying the groundwork for a more unified, agile and effective Brown University Health.
Here’s a sampling of what my colleagues across the system said about this transformation:
“The Business Operations Committee has improved my understanding of the hospital’s operations and provides us with valuable insight into reports that has enhanced our understating of where to find some key information to make informed decisions.”
“Not only is this committee sharing valuable information, but it is also taking information and challenges from the group to develop and bring back resolutions. I wish we had this five years ago. It would have made my transition from manager to director much easier.”
“The Business Operations Committee has brought key individuals together to collaborate and share both successes and challenges we are facing as an operations group. It has allowed us to prioritize important issues we feel should be brought to the attention of leaders.”
“Through collaboration with systemwide colleagues we were able to identify and share strengths/weaknesses related to financials. We were also given the opportunity to share the identified strengths/weaknesses with senior leadership in hopes of making beneficial changes to future financial processes.”
Our group has also greatly benefited from insights shared by subject matter experts who’ve presented on a range of business topics. These have included establishing a standardized approach to variance and monthly volume reporting, supporting major systemwide implementations like inventory management, enterprise resource planning and human capital management systems, and diving into areas such as reimbursement, charge capture and contribution margin analysis. Having access to this level of expertise and the ability to build strong relationships with these stakeholders has been vital to the progress we’ve made.
Now that the group is firmly in place, we’ve started playing a more active role in driving key operational KPIs. One standout success has been our leadership in addressing incremental overtime across Brown University Health. Since taking the lead on this effort, we’ve achieved a 30% reduction from baseline, a significant accomplishment that reflects the power of coordinated action.
Having a consistent platform for collaboration across business leaders in the health system has created new opportunities and momentum. I’m confident this group will continue to evolve and expand its impact the potential ahead truly feels limitless.
Robert M. Weiss, FACHE, is director, Business Operations and Optimization, Brown University Health, Providence, R.I.