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Sint Maartenskliniekdrs. Peter Hoppener
CEO
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Background Peter Hoppener
• Business-economist Erasmus University Rotterdam
• AKZO Nobel, healthcare division in various countries
• SCA Mölnlycke Healthcare in NL • Randstad Staffing / labourmarket• Altrecht Mental Health Care (2004-
2008)• Sint Maartenskliniek Group (2008-now)
Dutch Healthcare system
Healthcare Insurance system
Hospital market
DBC financing system
Founded in 1936 in Nijmegen by RC sisters
Fire in 1990
1999: New hospital Nijmegen
2005: Second location in Woerden
2010: orthopedic clinic in Mill
Brief history
Profile concern• orthopaedics, rheumatology, rehabilitation
• 50.000 patients a year
• > 50% supraregional; topreferential position
• Research & development department
• 85 medical specialists/agio’s, 100% employed
• 1700 employees
• Turn over € 135 million concern
• Yearly growth 5-10 %
• Biggest growth between 2005-2008
Orthopaedic centre
• Operation rooms: 6 + 3 (+ 3)• Super-specialisation: knee, hip,
spine, shoulder/upper extremities, foot & ankle
• Top innovation and top-care• Connected to various university
hospitals
• teaching: 4-6 interns, 10-12 residents for orthopaedic training, 1-2 fellows.
• Rotations with affiliated university and general hospital.
• Training period general surgery (elsewhere) 2 yr, orthopaedic training 4 yr.
• Recently modernization of training program according to the CanMed system including digital portfolio.
• Esska Teaching Centre with fellows for 1 months selected by Esska.
• Research efforts orthopaedic department: 105 peer reviewed papers in last 4 years.
Teaching and research efforts
Production 2008 super specializations in Nijmegen
Super specialization Conservative treatments
Surgical treat-ments
Sint Maartenskliniek Nijmegen Total
Knee 3.268 2.155 5.423
Upper extremities 2.610 1.319 3.929
Foot & ankle 2.712 1.085 3.797
Hip 2.618 991 3.609
Back 5.169 647 5.816
General orthopaedics 3.226 603 3.819
Total 19.603 6.800 26.403
Approx 1000 THP and 1000 TKP
Core strategy
We specialize in solving problems regarding movement and stature. We have a clear vision and we have the courage to excel and innovate by partnering with our patients, use strategic alliances and grow our organization.
Innovation
Partnering
Growth
• Integrated care• Innovation• Tele-care and e-health • Shorter duration of stay
• Satisfied patients• Interactive communication w patients• Better accessibility• Patient-organizations• Insurance companies
• Covering the Netherlands• Also parts of Germany and Belgium• Growth of marketshare with 10%• Growth of profitibility
Strategic development
Managing the organisation
Quality and safety
ICT
Internal goals
Challenges to share
• Top-clinical reputation draws big groups of patients to our hospitals– Long waiting times– Expensive care
• Doctors are employed with fixed salary– Good for many things, but bad for
productivity• What unique offer to patients?• Vulnerability as specialised hospital• Financing innovation?• Improve financial performance