NETHERLANDS
Confidential
Construction and Implementation of New Tertiary Care University Medical Center
PROJECT DETAILS
Case Study.pdf
CLIENT
Large University Medical Centre
REGION
NETHERLANDS
YEAR
2022 – present
SERVICE AREAS
Health System Transformation
Governance
We were not brought in to consult.
We were brought in to build from the inside.
Dr Anna van Poucke · Founder, GHT
01
Situation
A large university medical centre sat in the heart of the city. Its infrastructure was outdated and too small to serve the populations it was responsible for.
02
Challenge
Develop new infrastructure on the original city-centre site while building enough capacity to meet future regional demand.
03
Action
1
GHT developed demand and capacity analysis, a new national care delivery concept, an elective care model, and capacity-maximising site options.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
2
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
3
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
4
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
GHT worked inside the system to translate policy, clinical realities, and delivery constraints into a practical transformation programme.
04
Result
A future infrastructure design and care model were accepted by clinical staff and translated into implementation planning.
01
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
02
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
03
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
04
The engagement created a durable operating blueprint with measurable progress, stakeholder alignment, and implementation momentum.
THE MODEL
A two-channel care model
Separating acute & complex care from elective care — so scarce workforce and infrastructure are deployed where they create the most capacity.
University Medical Centre
Acute & complex care
High acuity
Emergency
Specialist referral
Elective care
Planned
High volume
Day-case
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