=+Children’s Hospital ofthe King’s Daughter in Norfolk, Virginia, introduced a new budgeting method that allowed the hospital’s annual plan to be updated for changes in operating plans.

For example, ifthe budget was based on 400 patient-days and the actual count rose to 450 patient-days, the variable costs ofstaffing, lab work, and medication costs could be adjusted to reflect this change. The budget manager stated, “I work with hospital directors to turn data into meaningful information and effect change before the month ends.”