Organisational model The organisational structure of Vall d'Hebron breaks traditional boundaries between services and professional collectives. This new unique model of the Hospital consists of 32 knowledge areas, 28 specific and 4 transversal, such as the Heart Area, the Solid Organ Transplant Area or the Post-Surgical Care Area. It has four main objectives: attention focused on patient need clinical management with territorial scope the promotion of teamwork and competition roles the intensity of care The new model based on interdisciplinary work organised by knowledge areas, the new structure that groups services and units around a health problem, has been created and implemented. As an example, the Heart Area groups the hospitalization units and cabinets of the Cardiac and Cardiology Services, hemodynamic, day hospitals and other hospital devices that have to do with the heart. As far as the four cross-cutting areas are concerned, they are the ones that pay attention to all patients and at all ages, from before birth to fragile adult people. Traditionally, hospitals have been organised by clinical services, and these by specialized functional units. Within the services, the management structure is hierarchical, and each professional collective is well differentiated (medical equipment, nursing equipment, orderlies, etc.). The exclusive organisational model of Vall d'Hebron was designed to better respond to patients’ needs. Currently, it is an opportunity to promote new projects that put the patient at the centre and to create and promote new professional roles to improve patient care. We are building the Hospital of the future together, and so the involvement of all professionals is essential, as is the involvement of citizens. By doing so, we are contributing to improving the health and quality of life of citizens at all stages of life. Strategic Plan for 2021-2025 We organize ourselves transversally The Strategic Plan is our operational tool for continued prioritisation of the initiatives we will be implementing over the coming five years. Our aim is to be recognised and established by 2025 as a leading and innovative benchmark centre for assistance, teaching and management. We are cross-cuttingly organised, for adapting to patients’ needs and providing a faster and more efficient response. Our organisational structure seeks to find a balance between all our staff and greater circulation of information, in order to foster transparency, communication and shared responsibility.