Netherlands
Confidential
Dutch DRG Reimbursement System
PROJECT DETAILS
Case Study.pdf
CLIENT
Dutch national healthcare system
REGION
Netherlands
YEAR
2005 – 2012
SERVICE AREAS
Reimbursement & Funding
Health System Transformation
We were not brought in to consult.
We were brought in to build from the inside.
Dr Anna van Poucke · Founder, GHT
01
Situation
The Netherlands needed a new reimbursement architecture for acute specialist care and mental health care based on internationally recognised standards.
02
Challenge
The system had to be accepted by national stakeholders while covering billions in healthcare activity with enough detail to function in practice.
03
Action
1
The programme developed and implemented the DRG reimbursement system, aligned stakeholders, and translated standards into nationwide operational use.
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 system was implemented, accepted nationally, and remains in use after 14 years.
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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