Entrepeneurship in the Groene Hart Hospital in m2

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Entrepeneurship in the Groene Hart Hospitalin m2

• 17 september 2007

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Content

• Introduction Monique Daniels
• The Groene Hart Hospital
• Mission and targets
• Environment
• Entrepeneurship around M2

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Monique Daniels

• 1985-1991
• MSc Medical Biology University of Utrecht
• Public Health University of Utrecht
• 1991-2003
• Several Management Positions in Biotechnology
  Industry
• 2003-2004
• Orde van Medisch Specialisten
• 2004-present
• Programleader Product Development Groene Hart
  Hospital
• 2006-present
• Director Groene Hart Extra Zorg BV

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Facts and Figures Groene Hart Hospital

• 450 beds
• Sales 120 million
• 132 medical specialists
• 2027 employees (ca 1500 fte)
• 17.800 clinical admissions
• 16.00 day-admissions
• 296.000 outpatient-clinic visits, of which
  107.000 EPB (new patients) (2005)
• Dual management on 3 levels
• Regional market share 68 on average
• New hospital ready in 2010

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Environment

• Gouda (Green Heart of Holland)
• 3 locations, 2 in Gouda and 1 in Nieuwerkerk
• 3 academical centers nearby
• Leiden, Rotterdam, Utrecht
• 2 topclinical centers nearby
• The Hague, Nieuwegein
• 4 middle-seize hospitals within 25 kilometers
• Woerden, Zoetermeer, Capelle, Alphen a/d Rijn

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Mission

• The Green Heart Hospital an obvious choice

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Vision

• The GHZ wants to be a modern, flexible, decive
  hospital with entrepeneurship
• For the inhabitants of the Green Heart
• Patient interest determines the way to go
• Accessible care of good quality
• Hospitable environment
• Good employer for the employees
• Reliable network- and marketpartner within and
  outside the Green Heart

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Objectives Product Development

• Strengthen / increase marketshare
• New products related to hospital care
• New clients
• Positive distinction in relation to competitors
• Additional revenues
• Additional insurance
• Out of pocket
• Learning Environment
• Entrepeneurship
• Result driven organization
• Business contracts

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Entrepeneurship m2

• Outpatient Clinic
• Commercial meters within and around hospital

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Outpatient Clinic

• Ratio for new product
• Businessplan
• Results

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3 Perspectives
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GHZ Outpatient Clinic NieuwerkerkStrategic
Perspective

• Increase Marketshare Nieuwerkerk
• First to Market for Zuidplaspolder
• Experiment with hospital of the future

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Strategic perspective

• Opportunity for innovation
• Small is beautifull /Examples
• Experiment with seperate business unit
• Cooperation with GPs
• Multidisciplinary employees
• Multidisciplinary consulting and examination
  rooms
• Different furnishing

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GHZ Outpatient ClinicNieuwerkerkFinancial
Perspective

• Separate business Unit
• Revenues
• new EPBs
• Production first echelon
• Rental consulting rooms
• Positive businesscase if 3100 EPBs/year

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GHZ Polikliniek NieuwerkerkMarketing Perspective

• Patients preference
• September 2005 marketresearch in Nkerk
• Structured interviews
• 200 participants
• Anonimous research

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Conclusion

• Distance is important for patient
• Majority of patients is willing to change
  hospital for new outpatient clinic in Nieuwerkerk
• GP is an important customer
• Q6 weeks preparation meetings
• Opening outpatient clinic by GP

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GHZ Polikliniek Nieuwerkerk
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Nieuwerkerk
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Outpatient Clinic

• 550 m2
• 2 multidisciplinary units
• 1 consulting room
• 4 examination rooms
• General and specialism specific
• Less m2 per EPB
• Multidisciplinary employees
• Less FTE per EPB
• X-ray faculity (PACS)
• Laboratory function
• Outpatient treatment room
• Shops (audicien, home care attributes)

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3 Perspectives
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Businesscase Groene Hart Poli Nieuwerkerk

• 13 positive specialisms, incl. radiologie en KCL

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Businesscase per specialism

• Expected EPBs
• based on GHZ EPBs per inhabitant, e.g.
• cardiology 1 EPB per 27 inhabitants
• int. Medicine 1 EPB per 16 inhabitants
• Revenues
• Requirements personnel
• Reguirements rooms and equipments
• All doctors using the same room
• Investment overview
• SWOT analysis

Positive Businesscase Go / No Go driver! 13 out
of 20 associations interested with positive
businesscase
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Financials

• Revenues
• Hospital patient revenues
• Diagnostics for GPs
• Hiring out m2 to 3rd parties
• Mental health care
• Dietist
• Independent MD (allergologist)
• Costs
• Investment (gt 1,5 million)
• Personnel, facility services

Break even 3100 new patients
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1 year evaluation

• All production and financial targets met
• 10 more new patients
• Outside region (e.g. Rotterdam)
• Costs in control
• New concepts valuable
• Multidisciplinary rooms
• Multidisciplinary personnel
• Positive evaluations by MDs
• of particating doctors 30
• Positive evaluations by GPs
• 30 diagnostic evaluations

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Points for Attention

• Investmentrisk hospital (15 output)
• Businesscase based on FB system consequences
  when DBC system is integrally used
• More outpatients clinics at the borders?