NETHERLANDS
REIMBURSEMENT
Development and Implementation of the Dutch DRG System
PROJECT DETAILS
Case Study.pdf
CLIENT
Academic healthcare system
REGION
NETHERLANDS
YEAR
2024
SERVICE AREAS
Health System Transformation
Academic Medicine
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 health system wanted to combine integrated care delivery with state-of-the-art research in dedicated clinical research centres.
02
Challenge
The institution needed a blueprint that connected academic ambition, clinical excellence, research operations, and governance.
03
Action
1
GHT supported the operating model, governance architecture, research positioning, and implementation sequencing.
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
The blueprint was approved and the implementation programme was initiated.
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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