dutch health outlook 2013vf
TRANSCRIPT
-
7/28/2019 Dutch Health Outlook 2013vF
1/100
1see also www.healthoutlook.nl
Dutch Health Outlook2013
The Dutch Health Outlook is created under the supervision ofProf. dr. Fred van Eenennaam and Ir. Maarten Koomans. It is supported by the International Academic Advisory Council
-Academic partners--Developer-
From Bench to Bed
Moni tor ing Appl ied Research,
Inn ovat ion and Valor izat ion
-Since 2013-
-Partners-
-The First Edition-
http://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
2/100
2see also www.healthoutlook.nl
Acknowledgement
Thanks to al l par t ic ipat ing hospi ta ls and i ts data col lectors.
Participating hospitals 2013
We would like to thank to all who made it possible. The help and insights of many (cluster) experts was essential in creating the
Dutch Health Outlook 2013. For all experts involvedplease refer to page(s) 98 and 99.
1Albert Schweitzer ziekenhuis, Dordrecht
2Amphia Ziekenhuis, Breda
3Atrium Medisch Centrum, Heerlen
4 Canisius-Wilhelmina Ziekenhuis, Nijmegen
5 Catharina Ziekenhuis, Eindhoven
6 Deventer Ziekenhuis, Deventer
7 Gelre ziekenhuizen, Apeldoorn
8 HagaZiekenhuis, Den Haag
9 Isala klinieken, Zwolle
10 Jeroen Bosch Ziekenhuis, s Hertogenbosch
11 Kennemer Gasthuis, Haarlem
12 Maasstad Ziekenhuis, Rotterdam
13 Martini Ziekenhuis, Groningen
14 Mxima Medisch Centrum, Eindhoven
15 Meander Medisch Centrum, Amersfoort
16 Medisch Centrum Alkmaar
17 Medisch Centrum Haaglanden, Den Haag
18 Medisch Centrum Leeuwarden
19 Medisch Spectrum Twente, Enschede
20 Onze Lieve Vrouwe Gasthuis, Amsterdam
21 Reinier de Graaf Groep, Delft
22 Rijnstate, Arnhem
23 Sint Franciscus Gasthuis, Rotterdam
24 Sint Lucas Andreas Ziekenhuis, Amsterdam
25 Spaarne Ziekenhuis, Hoofddorp
26 St. Antonius Ziekenhuis, Nieuwegein
27 St. Elisabeth Ziekenhuis, Tilburg
28 VieCuri Medisch Centrum, Venlo
http://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
3/100
3see also www.healthoutlook.nl
Summary (1/3)
The first Health Outlook aims to attract, and provide insights to applied research and its performance
Attract applied research
Applied Research Hospitals* should attract applied research and need to be
aware of the importance of applied research to supporting, connecting and
improving the innovative Life Sciences & Health cluster, and their own
contribution to applied research.
Showcase the applied research performance
Applied Research Hospitals should showcase to the Netherlands, to their
industry and international clusters that the Dutch hospitals are performing well
on applied research.
Provide insights into the applied research
Applied Research Hospitals should provide insights in applied research since
this proves a valuable tool for all healthcare stakeholders, as individualhospitals can use the results to compare and optimize their outcomes.
* From now on, applied research hospitals will be called hospitals. University Medical Centers (UMCs) are not included in this report.
This study was conducted on 16 out of 28 STZ hospitals. In this report the words applied research hospitals and (total) STZhospitals are used interchangeably.
Context
Providing
affordable
and high
quality care.
Health
Wealth
Aims
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
4/100
4see also www.healthoutlook.nl
Dutch Life Sciences & Health Outlook 2013:
Key Conclusions
Summary (2/3)
by collecting and comparing data of 16 applied research hospitals, in order to build a database for the future
which will show progress, be comparable with international clusters
Applied research hospitals seem to vary heavily in
their ability to be relevant in applied research that
connects with industry and patients.
Size, level of expertise, support and connection with
industry and openness seem to matter.
Hospitals that outperform collaborate above average
with the industry.
Outperformance on output: publications, innovation and
efficiency.
Publishing and performing applied research are
clearly part of the core business of applied research
hospitals.
In particular clinical trials in phase 3 and medical devices.
For detailed data please see chapter 3
OUTPUT
No. of publications: 3057 publications cited Lead time of clinical trials: 65 days
No. of new products: 21*
new protocols: 144** new guidelines: 159**
new treatments : 101**
SIZE
Size of clinical trials: 7745 patients*
Inflow of patients from
outside catchment area: 12 % admissions10.4 % outpatient visits
INPUT
Industry investments: 630 research projects**
Hospital R&D investments: 10,8 m**
Data
*Extrapolation based on number of publication cited. ** Extrapolation based on number of employees. For more information see chapter 4
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
5/100
5see also www.healthoutlook.nl
Summary (3/3)
and stimulate and improve applied research by sharing (next) best practices in 4 overall themes.
C) Create visibility, a research culture and commitment
BP 6: An education-driven organization will stimulate the preparation of protocols.
BP 7: Involve specialists in quality management, and create commitment and (double) learning loops.
BP 15: Invest in a research culture.
BP 17: Create insight into costs and investments, to be able to allocate the right resources to the right activities.
A) Attract and invest in expertise and create internal structures
BP 4: Stimulate an active policy and support the research committee and LTC (Local Ethics Committee) that enforces guidelines and business plansto optimize research.
BP 8: Obligate the recording (protocoleren) of research.
BP 9: Register new protocols, treatments and guidelines adopted in a common, central database.
BP 11: Stimulate and build research support structures.
BP 13: Attract and invest in the expertise of the core staff members.
BP 16: Coordinate research at a decentralized level too, to stimulate multicenter studies.
B) Invest in industry
BP 1: Harmonize, discuss and share knowledge on events, to create leverage and enhance innovation.
BP 3: Invest in a relationship with the industry.
BP 5: Cooperate with industry and other partners, as universities and connect with their experts and professors.
BP 12: Create visibility to industry partners, cluster location seems to matter.
D) Cooperate with other hospitals
BP 2: Init iate, cooperate and participate in multidisciplinary studies to have access to knowledge.
BP 10: Share best practices internally to increase knowledge: exchange of ideas may help the development of new products.
Key (next) Best Practices
The Key (next) Best Practices are based on: 1) best performing hospitals, 2) literature research, 3) advice from experts, 4) International Academic Advisory Council, 5) cluster
experiences by researches, 6) other industries. More detailed information about the Key (next) Best Practices can be found in chapter 4.
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
6/100
6see also www.healthoutlook.nl
Contents of the Dutch Health Outlook 2013
Key outcomes Dutch Health Outlook 2013
Executive summary 8
Background (Shaping Defining Measuring) 9Data and conclusions 20
Next best practices 27
The Outlook 2013 has been compiled with the utmost care based upon available data in 2011. Readers are advised to contact the authors of the report to avoid potential misinterpretat ions of
the reported results. Authors welcome suggestions for improvement for the Outlook 2014 (please contact [email protected]) .
1
Guide to interpret data
A roadmap 32
Appendices
A. History, development and structure of the Health Outlook 67
B. About the involved partners 86
C. Bibliography 90 D. Consulted experts and organizations 97
Not included in th is version bu t avai lable for downlo ad at www.heal thout look.n l
E. Key steering indicators 102
F. Monitoring Methodology extended version 114
2
4
Monitoring
Key performance indicators (Definition Measuring Improving)Output 38
Size 52
Input 59
3
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
7/100
7see also www.healthoutlook.nl
Should you like to make a decision based on:
_cons -.2098312 .3924445 -0.53 0.593 -.979094 .5594315wcj 5.77e-07 3.49e-07 1.66 0.098 -1.06e-07 1.26e-06dso6 .0098075 .3915849 0.03 0.980 -.7577703 .7773853dso5 -.028818 .4020896 -0.07 0.943 -.8169869 .7593509dso4 .0843082 .0983582 0.86 0.391 -.1084917 .2771082dso3 .043337 .390496 0.11 0.912 -.7221063 .8087804dso2 .0709971 .3904501 0.18 0.856 -.6943563 .8363505dso1 .0771048 .3902956 0.20 0.843 -.6879458 .8421553en18 -.027078 .0071182 -3.80 0.000 -.0410309 -.0131251enf6 -.0081408 .014602 -0.56 0.577 -.0367635 .0204818enf3 .0264903 .01663 1.59 0.111 -.0061076 .0590882dip6 .0779941 .0245033 3.18 0.001 .0299632 .126025dip5 .0796747 .0175065 4.55 0.000 .0453587 .1139906dip4 .1522206 .0231657 6.57 0.000 .1068115 .1976296dip3 .1814161 .0263996 6.87 0.000 .1296682 .2331641dip1 .1824788 .0320881 5.69 0.000 .1195804 .2453773hh .2240197 .0003729 600.79 0.000 .2232888 .2247506
expe2 -.000369 .0001039 -3.55 0.000 -.0005726 -.0001654expe .0188156 .0041323 4.55 0.000 .0107154 .0269157
lw Coef. Std. Err. t P>|t| [95% Conf. Interval]
Total 213648.347 10888 19.6223684 Root MSE = .67525Adj R-squared = 0.9768Residual 4956.30251 10870 .455961593 R-squared = 0.9768
Model 208692.045 18 11594.0025 Prob > F = 0.0000F( 18, 10870) =25427.59Source SS df MS Number of obs = 10889
Applied research Improving Health Cluster
Measuring KPIs & KSIs Core business
Outperformance
See page no 15, 16, 22See page no 41, 44, 47, 50, 55, 58, 62, 65 See page no 11, 13, 14, 15
See page no 40, 43, 46, 49, 54, 57, 61, 64 See page no 39-65 See page no 22, 26, 40, 54
See page no 25, 28-30,
http://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
8/100
8see also www.healthoutlook.nl
Key outcomes Dutch Health Outlook 2013
Rebke Klokke, Utrecht
Executive summary
Background (Shaping Defining Measuring)
Data & Key Conclusions
Key best practices
1
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
9/100
9see also www.healthoutlook.nl
Need for a shift in productivity
In order to make the Dutch heal thcare system susta inable, a shi f t is needed in i ts produc t iv i ty front ier : opt imiz ing
value per Euro spent
DEFINING MEASURINGSHAPING
Sources: Blendon et al. (2004), Christensen et al. (2009), and a The Decision Group analysis (2010)
Currentsituation
Based upon: Porter (1996). What is Strategy? Harvard Business Review, November-December 1996: 59-78
Health Expenditure is outgrowing, resulting in a
pressure to cut costs and in the same time to
delivery better value to patients.
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
10/100
10see also www.healthoutlook.nl
Enhancing applied research, innovation and development
byimproving cooperat ion between the L i fe Science cluster and the Health cluster and enhancing at the same
time applied research, innov ation and valorization.
Sources: Blendon et al. (2004), Christensen et al. (2009), and a The Decision Group analysis (2010)
Applied Research, Innovation and Valorization is the base of the five
recognized leverages of Christensen, to increase productivity.
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
11/100
11see also www.healthoutlook.nl
A focus on the cross-over: Life Sciences & Health
On the c ross-over of Li fe Science & Health (product supp ly market) the four m ain players each have
their own point o f view on the current si tuat ion of coo perat ion.
Care & Cure
In our hospital patient care is number 1, however a focus
on research and creating new treatments and products is
also necessary to increase patient value.
Views on the cross-over
Industry
We need the hospitals to run clinical trials on our new
products; speed, patient size and expertise of researchers
are critical success factors in our business.
Since we have a commercial point of view, trust is
sometimes difficult and hampers co-creation and product
development.
Patients
I would like to receive the best care
there is. New products and treatments
should be available on the market as
soon as possible. However, safety
and the added value should be
known.
Insurers
Ofcourse, we would like to stimulate
cooperation, to create new ideas and
innovation. Our main concern is to get
people healthy as soon as possible.
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
12/100
12see also www.healthoutlook.nl
Monitoring the cross-over
The Health Out loo k measures and mon itors appl ied research, innovat ion, valor izat ion and coop erat ion annu al ly to
contr ibute to a s uccessfu l and inn ovat ive Li fe Science & Health clus ter .
Attract applied research
Applied Research Hospitals* should attract applied research and
need to be aware of the importance of applied research to
supporting, connecting and improving the innovative Life Sciences &
Health cluster, and their own contribution to applied research.
Showcase the applied research progressShowcasing to the Netherlands, to its industry and international
clusters that the Dutch hospitals are performing well on applied
research.
Provide insights into the applied research
Getting insights in applied research proves a valuable tool for all
healthcare stakeholders, as individual hospitals can use the results tocompare and optimize their outcomes.
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
13/100
13see also www.healthoutlook.nl
Definition of the Dutch Health Outlook 2013
The focus of the Dutch Li fe Sciences & Health Out look 2013 is the performance of the innov at ive core of the
cluster of both the industry and part of the teaching and specia l ized care and cure provid ers.
Fundamental ResearchNGI, Hubrechts Institute
R&D
companies
Drugs and MedicalDevice companies
(Pharma, Biotech,Medical
Engineering)
Specialized Risk CapitalVC Firms, Angel Networks
Specialized Research
service providers
ContractManufacturingOrganizations,
Contract ResearchOrganizations
Clinical studiesSynthesis services
Specialized Business
ServicesBanking, Accounting, Legal
Health InsuranceLaboratory, Clinical Testing
Laboratory
Equipment
Analysis Software
Diagnostic
Substances
Containers and
Packaging
Medical Equipment
Ophthalmic Goods
Educational InstitutionsUniversities
Cluster OrganizationsNiaba, Nefarma,Biofarmind, LSH
Chemical products
Bioelectronics,
Bioinformatics
RegulationCCMO, METCs, FDA, EMA
Translational ResearchTiPharma, BMM, CTMM
Marketing & Sales
Reimbursement
Healthcare InsuranceCompanies, VWS
Manufacturing
Distribution
Specialized
Research suppliers
Suppliers Value Chain Service Providers
The cluster map shows boththe value chain and the
supporting industries in the
Dutch LSH cluster. The
cluster map is in the processof international recognition
Care and Cureproviders
Core Value Chain,referred to top-sectorplan as innovative core.
Monitored with Life
Sciences Outlook.
16 out of 28 Top-clinical
hospitals are included in
the Health Outlook.
The Dutch Life Sciences Outlook 2013 was launched on 8th Feb 2013
The Dutch Health Outlook is launched on 14th June 2013
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
14/100
14see also www.healthoutlook.nl
1 Albert Schweitzer ziekenhuis, Dordrecht
2 Amphia Ziekenhuis, Breda
3 Atrium Medisch Centrum, Heerlen
4 Canisius-Wilhelmina Ziekenhuis, Nijmegen
5 Catharina Ziekenhuis, Eindhoven
6 Deventer Ziekenhuis, Deventer7 Gelre ziekenhuizen, Apeldoorn
8 HagaZiekenhuis, Den Haag
9 Isala klinieken, Zwolle
10 Jeroen Bosch Ziekenhuis, s Hertogenbosch
11 Kennemer Gasthuis, Haarlem
12 Maasstad Ziekenhuis, Rotterdam
13 Martini Ziekenhuis, Groningen
14 Mxima Medisch Centrum, Eindhoven
15 Meander Medisch Centrum, Amersfoort
16 Medisch Centrum Alkmaar
17 Medisch Centrum Haaglanden, Den Haag
18 Medisch Centrum Leeuwarden
19 Medisch Spectrum Twente, Enschede
20 Onze Lieve Vrouwe Gasthuis, Amsterdam
21
Reinier de Graaf Groep, Delft22 Rijnstate, Arnhem
23 Sint Franciscus Gasthuis, Rotterdam
24 Sint Lucas Andreas Z iekenhuis, Amsterdam
25 Spaarne Ziekenhuis, Hoofddorp
26 St. Antonius Ziekenhuis, Nieuwegein
27 St. Elisabeth Ziekenhuis, Tilburg
28 VieCuri Medisch Centrum, Venlo
The Dutch Healthcare system consists of91 hospitals (without specialized centers);
including 8 University Medical Centers and
28 tertiary medical teaching hospitals
engaged in applied research.
The Care & Cure providers - Top-clinical hospitals
The Care & Cure providers includ e among others al l Top-clin ical hospi ta ls of the Nether lands that
per form appl ied research.
In 2014, the definition
may broaden to:
1. More STZ hospitals
2. Specialty hospitalsand UMCs may beincluded.
1Please note that a number of top-clinical hospitals provides patient care up to the highest level complexity of care.
2Please note that a schematic representation is given of hospital activities, i.e., general hospitals are not included in the group of top-clinical hospitals
Top-clinical hospitals (STZ)Academic hospital
Specialization
Qualityofcare
* 16 out of 28 STZ hospitals are included
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.stz.nl/interactieve-kaart.htmlhttp://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
15/100
15see also www.healthoutlook.nl
Applied Research Hospitals - Activities
The Health Out loo k 2013 focuses on the value chain of th e heal th cluster and i ts related act iv i t ies to appl ied
research for the top m edical teaching ho spi ta ls.
Applied research:
Scientific publications, presentations
Reporting on scientific activities (e.g. within annual reports)
Complies to guidelines of Dutch Clinical Trial Foundation (DCTF) for applied scientific research
measured by the Health Outlook
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
16/100
16see also www.healthoutlook.nl
Methodology to measure applied research
Literature Study - Monitoring Health International Advice on Clusters Pilot Study to Test Indicators
Support of Research Experts Roll out Study & Building the Database Review & Validation
We would like to thank all who made it possible. The help and insights of many (cluster) experts was essential in creating the
Dutch Health Outlook 2013. For all experts involved please refer to page(s) 98 and 99.
Together with experts, we d eveloped a methodo logy to establ ish the f i rst Heal th Out look, monitor ing appl ied
research.
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
17/100
17see also www.healthoutlook.nl
Monitoring, Improving & Sharing Best Practices
9 Key Performance Indicators and 7 K ey Steer ing Indicators have been developed to mon itor and imp rove appl ied
research and to sh are (next) Best Practices.
Keyperformance
indicators
Keysteering
indicators
ImprovingMonitoring
Best Practices
OUTPUT
Number of publications cited
Lead time of clinical trials
Number of new products
Number of new protocols, guidelines andtreatments
Adoption rate of new products*
SIZE
Size of clinical trials (number of patients
in trial)
Inflow of patients from outsidecatchment area
INPUT
Industry investments
Hospital R&D investments
Number of best practices sharedamong hospitals
Costs of research projects
Level of expertise
Staff responsiveness
Participation of staff in thedevelopment, undertaking and use ofresearch
Presence of research support officesand transfer facilities in each hospital
Cooperation relationships of hospitalresearch
*At this momentadoption rate of new products is not measured. Next year we aim to find and determine the right definition and to collect d ata on this specific performance indicator
Key Performance Indicatorsmonitor the success of a cluster or set
of organizations. Typically, performance
indicators cannot be influenced directly
by policy.
Key Steering Indicatorscan be influenced directly by policy
makers. Typically, steering indicators
are selected so as to have high impact
on the success of a cluster or set of
organizations.
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
18/100
18see also www.healthoutlook.nl
Building and expanding the Health database
A n ew database was bui l t to analyze data of the ho spi ta ls and based on a su rvey of wh ich the answers w ere
careful ly central ized.
Per hospital data
Data on Key Performanceand Key Steering Indicators
HagaZiekenhuis
St. Antonius Ziekenhuis
Rijnstate
Catharina ZiekenhuisM.C. Haaglanden
Hospital by hospital checked database
Additional internal and external validity checks performed:
Hospital data from 16 individual hospitals
More than 500 respondents to survey employed within the 16 STZ hospitals taking part in this years Health Outlook
. . . . . . . . . . . . . . .
neurolog Rijnstate ja nee c a a a a a
Rijnstate nee c a a a a a
kinderarts Rijnstate ja b c a a a a a
Rijnstate nee b a a a b a
internist-intensivist Rijnstate ja nee d a a a c a
kinderarts/medisch manager zorg Rijnstate nee c a a a a a
she arts Rijnstate nee b a a a a a
medish specialist Rijnstate nee b b a a a a
klinisch geriater MC Alkmaar ja ja b b a a a a
gynaecoloog MC Alkmaar ja nee b b a a a a
radioloog Rijnstate nee c a a b a a
anesthesioloog Rijnstate nee c a a b a a
SHE Rijnstate ja nee c a a b b a
chirurg Rijnstate j a ja b c a a b b a
radioloog Rijnstate ja ja b c a a b c a
internist Rijnstate ja nee c a a b a a
gynaecoloog Rijnstate j a nee c a a b a a
gynaecollog Zevenaar nee b a a b a a
longarts MC Alkmaar ja nee d a a b a a
arts onderzoeker MC Alkmaar ja ja c a a b a
Ziekenhuisapotheker MC Alkmaar ja nee c a a b a a
internist Rijnstate ja nee d b a b b a
patholoog Rijnstate nee c b a b a a
geriater Rijnstate ja nee b b a b a a
internist Rijnstate ja nee d b a b b a
anesthesioloog Rijnstate nee c b a b a a
internist-nefroloog MC Alkmaar ja c b a b c a
psycholoog MC Alkmaar ja nee b b a b a a
Hoofd Ditetiek MC Alkmaar ja nee c b a b b a
MDL-arts Rijnstate ja nee d a b b a a
MDL-arts Rijnstate ja nee e b a c c a
orthopedish chirurg Rijnstate nee c b a a a
tandarts Rijnstate nee a a
kinderarts MC Alkmaar ja nee c a a a a b
arts-onderzoeker MC Alkmaar ja ja b b a a a a b
kinderarts Haga ja nee c c c a a b
radioloog MC Alkmaar ja nee c a a b b
MDL-arts Rijnstate ja nee d b b b b b
researchvpk Spaarne ja nee b a a c b
chirurg Rijnstate ja nee d a a a a c
anesthesioloog Rijnstate ja nee a d b b a b c
longarts Rijnstate ja ja c d d c a b c
dermatoloog Rijnstate ja nee d b a b c
orthopedish chirurg Rijnstate ja ja b b b a b b c
internist Rijnstate ja nee c b a b b c
chirurg Rijnstate j a ja a d b a b a c
internist-oncloog MC Alkmaar j a nee e b a b b c
researchverpleekundige MC Alkmaar ja nee b b a a a e
hoofd expertisecentrum Laboratorium MC Alkmaar ja nee c b a a b e
MKA-chirurg Rijnstate nee d b a b d e
longarts Haga ja ja b c b b a b
neurolog Rijnstate ja nee b b a c b
locatiemanager MC Alkmaar ja ja c c b a b c c
project leader clinical research Spaarne ja nee b a b a
anesthesioloog Rijnstate nee d b b a a a
neurolog Rijnstate nee a a
o rth ope di sh chi ru rg R ij nstate ja nee c b a b c c
reumatolog Rijnstate ja ja b c b a a a
o rth ope di sh chi ru rg R ij nstate ja c b a a b
Centralization of survey answers
Monitoring methodology to assess performance:
The methodology approach is based on the WorldEconomic Forum approach.
The nine key performance indicators are validated by
20+ hospital CEOs and management and medical staff. The methodology is used to create international
standards within EU clusters.
The methodology has been checked by the InternationalAcademic Advisory Council.
DEFINING MEASURINGSHAPING
BACKGROUND
http://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
19/100
19see also www.healthoutlook.nl
Experiences during data collection
Data col lect ion i tsel f resul ts in b ui ld ing n ew infrastructures and gain ing ins ight in th e processes and p rocedures.
New ideas develop which improve the p erformance and the ef f ic iency o f appl ied research.
Data registration, in general, is insufficient in hospitals, not only atresearch offices but also at other supporting departments such as
Human Resources, Financial management and Health administration.
Obtaining comparable data is difficult because the way of registration ofresearch projects differs between hospitals; how data is registereddiffers between hospitals and which research projects are registered
differs as well between hospitals
Hospitals have different local procedures, such as the local feasibility
procedure of the Board of Directors, with a different focus which leads todifferent ways of registering data and thus, collecting data.
The functionality of research offices is developing in a different waybetween hospitals. Sharing best practices (such as a uniform way of
data collection of research projects) is desirable but there is also a need
for standardization.
Experiences
Bibi Blijham, Msc.
Data collector at 3 hospitals
KwaliteitsmedewerkerWetenschap
DEFINING MEASURINGSHAPING
BACKGROUND
DATA & KEY CONCLUSIONS
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
20/100
20see also www.healthoutlook.nl
Data on the Life Sciences & Health Cluster 2013
OUTPUT
Revenue: 17.8 b (+0.6%)
Number of products: 122 (+10%)
SIZE
Number of companies: 343 (+4.3%)
Employment: 22.732 jobs (-6.7%)
INPUT
Public investments: 291 m (-2%)
Private investments raised: 1887 m (+574%)
Life Sciences clusterHealth cluster
*Extrapolation based on number of publication cited
** Extrapolation based on number of employees
OUTPUT
No. of publications: 3057 publications cited Lead time of clinical trials: 65 days
No. of
new products: 21 *
new protocols: 144 **
new guidelines: 159 ** new treatments : 101 **
SIZE
Size of clinical trials: 7745 patients *
Inflow of patients from
outside catchment area: 12% admissions10.4% outpatient visits
INPUT
Industry investments: 630 research projects **
Hospital R&D investments: 10,8 m **
DATA & KEY CONCLUSIONS
For more info please see www.healthoutlook.nl
For more info please see www.lifesciencesoutlook.com
DATA & KEY CONCLUSIONS
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
21/100
21see also www.healthoutlook.nl
2
Key conclusions
Hospitals seem to vary heavily in their ability to be relevant in applied researchwhich connects with industry and patients.Ability depends on size, level of expertise, support and connection with industry and
openness.
Hospitals that outperform, collaborate more than average with industry.Outperformance on output: publications, innovation and efficiency.
Publishing and performing applied research is clearly part of the core business
of hospitals.
In particular clinical trials in phase 3 and medical devices.
3
1
DATA & KEY CONCLUSIONS
DATA & KEY CONCLUSIONS
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
22/100
22see also www.healthoutlook.nl
0
5
10
15
20
25
30
35
40
Noofresearchprojects
Hospitals
No. of Industry InvestedProjects
Position ofindividual
hospitals
Hospital seems to vary heavily in their ability to be relevant in applied research
Variat ion in size, input and outpu t is o bserved amon g the h ospi ta ls, showing d i f ferences in performance and
coop erat ion with industry.
Source: STZ & NFU (Red bars are Academic Medical Centers)
No. of publications cited
Examples of Key Performance Indicators, with high variation.
See chapter 3 for detailed information about KPI Industry Investments & Number of publications.
1
STZ individual hospitals
Meannormalizedcitationscore
DATA & KEY CONCLUSIONS
DATA & KEY CONCLUSIONS
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
23/100
23see also www.healthoutlook.nl
Multiple affecting factors1
Factors su ch as size, level of expert ise (numb er of professo rs, PhDs, GCP-cert i f ied), research sup port capacity ,
conn ect ion with ind ustry and o penness to sh are best pract ices, seem to matter .
0 1000 2000 3000 4000 5000 6000
Employees
Individualhospitals
Total employment
0 2 4 6 8
Professors
Individualhosp
itals
No. of Professors
As for the number of professors I dare to say that this is partlythe result of an active policy that we follow in cooperation with
academic institutions. Unlike many other hospitals, we focus
not only on cooperation with UMC's but also with other
academic institutions anddisciplines.
Employee hospital
Variation is a logic result of various factors. Some of these
factors, such as size, are not easy to influence. However,
openness to industry and other hospitals are more receptive
and can be steered. Researcher
See chapter 3 for detailed information about KPI Size of clinical trials & Level of expertise.
Example of 2 factors that influence variation
DATA & KEY CONCLUSIONS
DATA & KEY CONCLUSIONS
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
24/100
24see also www.healthoutlook.nl
Performance of hospitals
The best performing h ospi ta ls measured by outpu t : the number of p ubl icat ions, products, protocols, guidel ines
and treatments (innovation) and lead time of clinical trials (efficiency)
0 20 40 60 80 100 120 140No of days
IndividualHospita
ls
Lead time of clinical trials
See chapter 3 for detailed information about KPI Lead time of clinical trials
2
DATA & KEY CONCLUSIONS
DATA & KEY CONCLUSIONS
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
25/100
25see also www.healthoutlook.nl
Relationship performance & cooperation with industry
col laborate more than average with industry based on ind ustry inv ested research projects and s taf f
respon siveness to ext ernal partners (e.g. MKB * & Pharma).
*MKB stands for Midden en Klein bedrijven (Small and Medium-sized companies)
The graph shows a decreasing trend: hospitals with many
industry invested research projects have shorter lead times for
approval of clinical trials.
The graph shows an increasing trend: hospitals with many
industry invested research projects have a higher number of
publications.
2
DATA & KEY CONCLUSIONS
DATA & KEY CONCLUSIONS
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
26/100
26see also www.healthoutlook.nl
Applied research is core business
Publ ish ing and performing app l ied research is clearly par t of the co re business of hosp i ta ls. A to ta l of
7445 patients are enrolled in clin ical tr ials, with a to tal of 3057 citat ion s.
Hospitals reported that for the year 2011, 90% of
patients participating in clinical trials have been
enrolled in Phase 3 (44%) and in Medical Devices
trials (46%).
10%
44%
46%
Patients enrolled in clinical trials
PH2PH3M.D
3057
See chapter 3 for detailed information about KPI Number of Publications and Size of Clinical Trials.
3
7445
DATA & KEY CONCLUSIONS
BEST PRACTICES
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
27/100
27see also www.healthoutlook.nl
Research Support Offices
(roles and tasks )
Training and educating personnel
Negotiations with partners (industry
METC & subsidy applications
Data collection / project management
Statistics
Business development
Support researches
How to deal with rules and regulations
How to set up a research line in theirown department.
(Next ) Best Practices - Expertise & Internal structures
Via various internal structures, such as research su pport o f f ices and research comm it tees the supp ort can be
organized. A g ood d atabase and informat ion infrastructure faci l i ta tes decis ion making.
1
BEST PRACTICES
BEST PRACTICES
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
28/100
28see also www.healthoutlook.nl
(Next ) Best Practices - Relationships with Industry
Create a f lywheel for appl ied research b y invest ing in the relat ionships with industry. Part ic ipate in mult i -
discip l inary studies and industry related events to share and have access to know ledge.
A large number of specialists
and their departments have
developed a beautiful
structure, in which they have
become and remained a loyal
partner of the industry,
resulting in many clinical trials
and investments. Because of
these trials, a large part of
their own initiated studies can
be funded.
Industry as a flywheel for research
Invest in attracting industry which in
turn will fund large projects. It is like a
circle, money earned can be
reinvested in applied research whichis attracting more industry
investments which in turn will fund
large projects, etc.
2
S C C S
BEST PRACTICES
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
29/100
29see also www.healthoutlook.nl
(Next ) Best Practices - Culture & Commitment
An ambit ious cul ture and commitment is one of the internal keys of suc cess. Research and inno vat ion ideas
shou ld be su pported, shared and encouraged to create an opt imal research environm ent.
Everything starts with an ambition and a
specialists guts and a norm that will be created.
Some departments have developed a mentality
with an imbued realization that if you want to
ensure specialized care (topreferente zorg) this
cannot be realized without the input of scientif ic
research.
Next to patient care, the hospitals
have committed themselves to
perform applied scientificresearch and stimulate health
care innovation.
3
Rebke Klokke, Utrecht
BEST PRACTICES
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
30/100
30see also www.healthoutlook.nl
(Next ) Best Practices - Cooperate (Networks & Clusters)
Hospi ta ls are more suc cessfu l when they operate in a cluster with a strong local dynamic . Share best pract ices,
t reatments, guidel ines with par tner hospi ta ls to create leverage and enhancement of inn ovat ion.
The outperforming departments also have a
specialist who is connected as a professor at a
university. As a result, research lines are created
with a continuous flow of PhD students and
publications.
We cooperate in many networks with universities,
IKZ (integral cancer south), and industry research
which also made researchpossible
Source: STZ, Bibliometric analysis of STZ-hospitals
Red: STZ Hospitals Blue: University Hospitals: Green: Other universities Yellow: Others
Hospital structureand strategy
4
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
31/100
31see also www.healthoutlook.nl
Health Outlook 2014: Learn, Share and Inspire
The Health Out look aims to fu r ther improving. Learn from it , sh are it , get inspired and jo in the Li fe Sciences Out look
2014 and Health Outlo ok 2014.
include more hospitals
include University Medical Centers
address the international clusters
improve KPIs and KSIs
11th Feb 2014 Innovation for Health EventTo be determined
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
32/100
32see also www.healthoutlook.nl
Guide to read the data
A roadmap
2
Rebke Klokke, Utrecht
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
33/100
33see also www.healthoutlook.nl
Monitoring & ImprovingThe Radar
The performance of the heal th cluster can be steered and improved by focusing on three themes: business
know ledge, cluster bui ld ing and inv estment cl imate, each with their key steering indicators.
Dutch health cluster;
Key recommendations
Improving success of the health cluster and present
its international potential.
based on Key Steering Indicators
Improving
Dutch health cluster;
Cluster success
Measuring performance and progress
Dutch health cluster;
Key patient value concepts
Strategic assessment of progressbased on Key Performance Indicators
Monitoring
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
34/100
34see also www.healthoutlook.nl
Extrapolation
The Health Outlo ok 2013 aims to repo rt the applied research of all hosp itals. So far the data has been built us ing
the repor ts of 16 out of 28 ho spi ta ls.
* 61,3% and 43,41%. For detailed information about calculations and statistical tests please check ch. 4 on Monitoring Methodology
Not extrapolated
-No. of publication
-Lead timeof clinical trials
-Inflow of patients from outsidecatchment area
In some cases data is extrapolated across all hospitals. This is based on
extrapolation having as proxy, either the number of employees or number
of publications cited.
Example: there are 13 hospitals reporting the number of research
projects with industry. The sum of all reported projects is 301 and the
number of employment for those reporting hospitals is 47116. Total
employment with STZ hospitals is 93307. By applying
the Three Rule: equals 628 research projects for the STZ
hospitals.
The number of employees and or the number of publications cited
was/were taken as a proxy because the researchers found a correlation*
between the implied key performance indicators which had been
extrapolated and the number of Health Outlook employees.
Extrapolation based on number of
publicationscited
- No. new products
- Size of clinical trials
Extrapolation based on number of
employees
- No. new protocols
- No. new guidelines
- No. new treatments
- Industry investments
- Hospital R&D investments
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
35/100
35see also www.healthoutlook.nl
Short management summaries
Every key performance indicator wi l l have a s hort m anagement summary: explanat ion on the rat ionale
(def in i t ions) , the resul ts (measur ing) and b est pract ices ( improving) .
DEFINITION MEASURING IMPROVING
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
36/100
36see also www.healthoutlook.nl
Interpreting the graphs
For each indicator several scores are presented. Hospi ta ls can c ompare their own resul ts in th eir indiv idual
hospi ta l -specif ic Out look .
The average, median, minimum and maximum value reported by hospitals is depicted, as well as the number of hospitals reporting (n). A separate graph
indicates the total numbers for the Health Outlook hospitals and a total (extrapolated number) for all STZ hospitals.
KPI Information
On every slide the specific KPI or KSI is
explained.*The Health Outlook is checked for validity by the International Academic Advisory Council. For more info please refer
to page 72.
Totals are obtained by extrapolation. In this edition; totals are based on all applied research hospitals minus the
University Medical Centers.
N = 15
630
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
37/100
37see also www.healthoutlook.nl
Monitoring
TWU
Key performance indicators (Definition Measuring Improving)
3
Rebke Klokke, Utrecht
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
38/100
38see also www.healthoutlook.nl
Key per formance ind icators - output
Number of Publications
Lead time of clinical trials
No. of new protocols, treatments and
guidelines
Number of products
EXTRA: short story on adoption rate of
new treatments
MEASURING IMPROVINGDEFINITION
OUTPUT Rebke Klokke, Utrecht
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
39/100
39see also www.healthoutlook.nl
Number of publications cited
Definition
This indicator counts how many times a member hospital has been cited world wide, excluding local citations.
Proxy
Bibliometric analysis of STZ publications
Rationale
An higher number of citation indicates that an applied research hospital / or member of an applied research hospital is
more visible on the international research stage.
KPI - Number of publications cited
A high er number of publ icat ions ci ted indicates that a hosp i ta l or member of a hospi ta l is more vis ib le on the
international research stage. The B ibl iometr ic analysis of STZ is used in th e Health Out look 2013.
MEASURING IMPROVINGDEFINITION
KPI Number of publications cited
Number of publications cited from the
hospital in one year.
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
40/100
40see also www.healthoutlook.nl
1320 1389
16311833
2035659 665
929
968
1022
0
500
1000
1500
2000
2500
3000
3500
2007 2008 2009 2010 2011
Noofcitations
Total no of publications cited
Total STZ hospitals (n=28)
Health Outlook hospitals
(n=16)
KPI - Number of publications cited
On average the numb er of citat ions o f a hosp ital is 127 times a year. Compared to 2010, the total num ber of
citat ion s inc reased by 9.14% (from 2801 to 3057) in 2011.
Source : The Decision Group and STZ database .
2054
KPINumber of publications
Number of publications cited from the hospital
in oneyear.
1979
2560
2801
3057
61
127106
340
0
50
100
150
200
250
300
350
400
Minimum Average Median Maximum
Noofquota
tions
No of publications cited
N=16
The Bibliometric analysis of STZ has been used. See for a detailed explanation Ch 4 Appendices - F. Monitoring Methodology Extended version.
MEASURING IMPROVINGDEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
41/100
41see also www.healthoutlook.nl
KPI - Number of publications cited
The high scor ing hosp i ta ls per form more research projects with indu stry, indicat ing the impo rtance of
cooperat ion.
Steering
The number of specialist that are first/main applicant at
LTC* (KSI5) and the number of participation to research-
events initiated by MKB (KSI 4) may be associated**
with the number of publications cited.
(Next) Best Practices
1. Harmonize, discuss and share knowledge on events,
to create leverage and enhance innovation.
Some departments have developed a mentality with
an imbued realization that if you want to ensure
specialized care (topreferente zorg) this cannot berealized without the input of scientific research .
These departments also have a specialist who is
connected as a professor at a university. As a result,
research lines are created with a continuous flow of
PhD students and publications.
2. Initiate, cooperate and participate in multidisciplinary
studies to have access to knowledge.
3. Invest in a relationship with the industry: The best
scoring hospitals have more industry invested research
projects, showing a positive effect of industry on output
(i.e. publications).
.
See for a detailed explanat ion on correlations Ch. 4 Appendices page 82 and 83.
** The correlation coefficient with KSI 5 is 79,23% and with KSI 4 MKB is 39,48%.*LTC stands for Lokale Toetsingcommissie which reads in English Local Ethics Committee
MEASURING IMPROVINGDEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
42/100
42see also www.healthoutlook.nl
Definition Definition
Proxy
A sample of 10 studies within each hospital has been used to determine the lead time of clinical trials.
Rationale
To get an insight into the waiting time for approving of a clinical trial request by the board and until the first patient is enrolled
Proposal received
KPI - Lead time of clinical trials
To get an insight in ef f ic iency, wait ing t ime is m easured: numb er of days from p roposal received to local
feasibi l i ty.
The date on which the request for approval of each clinical
trial has been registered.
Local feasibilityto
The starting date of a clinical trial, which is considered to be
the date that the board signs the proposal.
KPI
Lead time of clinical trials (Phase II and IIIfor drugs and for medical devices)
Number of days from Proposal Received
(regardless of completeness of proposal) to local
feasibility (signature board of directors)
MEASURING IMPROVINGDEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
43/100
43see also www.healthoutlook.nl
16
64
51
130
0
20
40
60
80
100
120
140
Minimum Average Median Maximum
Noofdays
Lead time
KPI - Lead time of clinical trials
A large var iance in numb er of days from subm ission to approv al is repor ted. The best per forming hos pi ta l had a
lead time of 16 days.
KPILead time of clinical trials (Phase II and
III for drugs and for medical devices)
Number of days from Proposal Received
(regardless of completeness of proposal) to
localfeasibility (signature boardof directors)
N=15
The figures are based on an average among reporting hospitals. See for a detailed explanation Ch 4 Appendices - F.
Monitoring Methodology Extended version.
- Source: The Decision Group database -
MEASURING IMPROVINGDEFINITION
d i f li i l i l
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
44/100
44see also www.healthoutlook.nl
KPI - Lead time of clinical trials
In addi t ion, per forming mo re industry invested research p rojects has a po si t ive relat ion on performance, in case of
eff iciency : lead time of clinic al tr ials.
Steering
The level of expertise (no of professors) (KSI 3) is
linked* with the lead time of clinical trials.
(Next) Best Practices
4. Stimulate an active policy and support the research
committee and LTC (Local Ethics Committee) that
enforces guidelines and business plans
to optimize research.
5. Cooperate with industry and other partners, asuniversities and connect with their experts and
professors.
Optimization of processes as lead time of clinical trials,
and in this case approval of proposals should be a
logical result of cooperation with partners, especially in
case these partners are profit-driven organizations like
big pharma. Prof. dr. Fred van Eenennaam cluster
expert.
As for the number of professors I dare to say that this is
partly the result of an active policy that we follow in
cooperation with academic institutions. Unlike many
other hospitals, we focus not only on cooperation with
UMC's but also with other academic institutions and
disciplines. Employee hospital* The correlation coefficient with KSI3 Professors is 12,91%.See for a detailed explanat ion on correlations Ch. 4 Appendices on page 82 and 83.
MEASURING IMPROVINGDEFINITION
KPI N f t l t t t d id li
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
45/100
45see also www.healthoutlook.nl
New protocols and treatments
Definition
Proxy
Answers to survey* questions 3.1 to 3.4 are taken as a proxy for the number of new protocols, treatments and guidelines.
Rationale
New protocols and treatments are the result of applied research that lead to better patient outcomes.
KPI - No. of new protocols, treatments and guidelines
New protoco ls, treatments and g uidel ines are the resul t of appl ied research and inno vat ion.
The plan for a course of medical treatment or for a scientific experiment.
KPINumber of new protocols / treatments
and guidelines
Number of new protocols and treatments
* For an overview of the question please see Ch4. Appendices on Monitoring Methodology Extended version
MEASURING IMPROVINGDEFINITION
KPI N f t l t t t d id li
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
46/100
46see also www.healthoutlook.nl
KPI - No. of new protocols, treatments and guidelines
The respon dents to the su rvey indicated they implemented a number of 96 protoc ols, 106 guidel ines and 67
treatments.
KPINumber of new protocols / treatments
and guidelines
Number of new protocols and treatments
(adopted at a national level, e.g., in guidelines)
for which the hospital is the main applicant.**There is a positive linear correlation between no of new protocols, treatments and guidelines and no of citations. See for adetailed explanation on correlations Ch4. Appendices on page 82 and 83.
96106
67
0
20
40
60
80
100
120
140
160
180
Protocols Guidelines Treatments#ofprotocols/guidelines
/treatments
Protocols / Guidelines / Treatments *
Total STZ hospitals (n=28)
Health Outlook Hospitals (n=13)
144
101
159
- Source: The Decision Group database -
*Underestimated due to self reporting. Next year improvements will be made to measure this indicator.
MEASURING IMPROVINGDEFINITION
KPI N f t l t t t d id li MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
47/100
47see also www.healthoutlook.nl
KPI - No. of new protocols, treatments and guidelines
In f rastructure to sup port research as wel l as part ic ipat ion in m ult icenter research studies increases the number of
new protoc ols and treatments.
Steering
The cost of research (KSI 2), the number of specialist
with application at LTC (KSI 5) and participation to
multicenter studies (KSI 7) shows a relationship* with the
number of new protocols, treatments and guidelines.
(Next) Best Practices
6. An education-driven organization will stimulate the
preparation of protocols.
7. Involve specialists in quality management, and create
commitment and (double) learning loops.
Learning, training and research are a crucial part of our
hospital. All our specialists are a member of the quality
committee. This committee has a strong focus on
education. The enthusiasm of this committee will lead to
a culture whereby creating protocols of new ways of
working is stimulated.
8. Obligate the recording (protocoleren) of research.
Done by one of the best performing hospitals.
9. Register new protocols, treatments and guidelines
adopted in a common, centrally database. At this
moment hospitals do not have a clear view.
See for a detailed explanation on correlations Ch4. Appendices on page 82 and 83.:
* The correlation coefficient with KSI 2 Cost of research is 38,56%.
MEASURING IMPROVINGDEFINITION
KPI N mbe of p od cts MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
48/100
48see also www.healthoutlook.nl
Registered patents
Definition
Proxy
Answers to survey* question 3.1 of the survey are taken as a proxy for the number of products
Rationale
Patents awarded are the confirmation that the research process was found through novel features and support the process
of innovation and valorization.
KPI - Number of products
Patents awarded are the conf i rmat ion that the research process was fou nd th rough novel features and sup port the
process of inn ovat ion and valor izat ion.
A patent is the registered, exclusive right of an inventor to make, use, or sell an invention.
KPINumber of new products
# registered patents for which the
hospital is main applicant.
* For an overview of the question please see Ch 4 Appendices - F. Monitoring Methodology Extended version.
MEASURING IMPROVINGDEFINITION
KPI Number of products MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
49/100
49see also www.healthoutlook.nl
11
0
2
4
6
8
10
12
14
16
18
2011
Noofpate
nts
Total number of registered patents
Total STZ hospitals (n=28)
Health Outlook hospitals (n= 14)
0
1
2
3
4
5
6
7
8
Noofpatents
Registered patents in 2011
KPI - Number of products
In 2011, Health Outloo k ho spitals repo rted to have registered 11 new p atents. 7 of them w ere reported b y the same
hosp i ta l . Two o ther hospi ta ls registered two patents.
N=14
17
KPINumber of new products
# registered patents for which the hospital is
main applicant.
- Source: The Decision Group database -
*The total no of registered patents is based on question 3.1 of the survey. For detailed info please see Ch 4 Appendices - F.Monitoring Methodology Extended version.
Individual hospitals
MEASURING IMPROVINGDEFINITION
KPI Number of products MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
50/100
50see also www.healthoutlook.nl
KPI - Number of products
The number of new produc ts might inc rease by enlarg ing high sk i l led labor force and incent iv ize staf f to be more
open and co operat ive with o ther hospi ta ls.
Steering
The number of PhDs (KSI 3), participation to industry
initiated events (KSI 4) and multicenter investigator
initiated researches (KSI 7) are linked* with the number
of products.
(Next) Best Practices
10.Share best practices internally to increase knowledge:
exchange of ideas may help the development of new
products.
The STZ hospital which outperformed KPIs Number of
Products explained:
Our culture is probably the key for success.
Collaboration and innovation are stimulated and
encouraged. At this moment we are rolling out an
internal policy which is based upon sharing best
practices. Hopefully, this policy will strengthen our
position.
* The correlation coefficient with KSI 3 (PhD) is 11,14% , KSI 4 (industry initiated) 15,48% andwith KSI 7 (multicenter investigator initiated studies) is 19,36%.
.See for a detailed explanat ion on correlations Ch. 4 Appendices on page 82 and 83.
MEASURING IMPROVINGDEFINITION
EXTRA: KPI Adoption Rate of New Products MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
51/100
51see also www.healthoutlook.nl
EXTRA: KPI - Adoption Rate of New Products
At this moment adoption rate of new products is not measured. Next year the aim is to find and determine the
r ight def in i t ion and to col lect data on this s peci f ic per formance indicator .
Marc Rinkes,
Manager Wetenschap & Kennis
Pieter Kievit,
Head of medical education and
research support
Adoption rate of product innovation
At this moment, the said indicator does not provide a significant outcome in this first Health Outlook. The
indicator aims at finding the introduction rate and penetration grade primarily of new medicines. The
present data search did not turn out enough hits to support broader analysis. We expect that it will be a
mere question of time before the indicator will be supported by more adequate data registry.
It is probably more significant that present innovation in hospitals focuses mainly on therapy and treatment
rather thanon product and technology innovation.
In an era dominated by an aging population and rising costs of healthcare, one would expect the scope on
healthcare innovation to be on medical, technical, process and social innovation. Membership of STZ
presupposes a certain size of the institution and number of patients they treat. Under these conditions it
seems attractive to realize and sustain local innovations resulting in lower costs of treatment and higher
(social) return on investments in terms of clinical outcome, patient satisfaction and quality of life.
Admittedly, this will have to be picked up by a whole new set of partners like MKB and HBO organizations
in a new variety of business case.
The hospitals that started in this way are confronted by both new and time-honored challenges, the difficult
acceptation of foreign (not invented here) concepts being one of them. However, opening up for
innovative concepts that will increase the quality of care in feasible business cases will automatically invite
other innovators and their innovative concepts to present themselves.
Healthcare innovation appears to be in its infancy. Possibly, the current KPI 6 scores most importantsignal
is: Demanding attention. Marc Rinkes & Pieter Kievit
MEASURING IMPROVINGDEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
52/100
52see also www.healthoutlook.nl
Key performance indicators - Size
Size of clinical trials (no of patients in
trial)
Inflow of patients outside catchment
area
MEASURING IMPROVINGDEFINITION
Size Rebke Klokke, Utrecht
KPI - Size of clinical trials (no of patients in trial)
MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
53/100
53see also www.healthoutlook.nl
Ph2, Ph3 and Medical Devices clinical trials
Definition
Clinical trials performed by applied research hospitals in the Dutch Health cluster can be divided in two categories :
1. Drugs : a drug, broadly speaking, is any substance that, when absorbed into the body of a living organism, alters
normal bodily functions
2. Medical Devices : Medical devices: Medical device means any instrument, apparatus, implement, machine,
appliance, implant, in vitro reagent or calibrator, software, material or other similar or related article, intended by the
manufacturer to be used, alone or in combination, for human beings for one or more of the specific purposes of (WHO).
Proxy
Total number of patients aimed to be enrolled in clinical trials over the entire period of these studies.
Rationale
The number of patients are representative for the size of the clinical trials assessed.
KPI - Size of clinical trials (no of patients in trial)
The number of patients are representative for the size of th e clinical tr ials assessed.
KPISize of Clinical Trials ( number of patients in trial )
Total Number of target patients to be included in clinical
trials, Phase II of III for Drugs or trials for medical devices
started during a year.
MEASURING IMPROVINGDEFINITION
KPI - Size of clinical trials (no of patients in trial) MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
54/100
54see also www.healthoutlook.nl
589
20672300
4956
296
10381155
2489
0
1000
2000
3000
4000
5000
6000
7000
8000
Ph 2 Ph 3 Medical Devices Total STZ hospitals
Noofpatients
Total - Size of clinical trials
Total STZ hospitals (n=28)
Health Outlook hospitals
KPI - Size of clinical trials (no of patients in trial)
Hospi ta ls have a focu s o n phase 3 (2067 pat ients) and medical devices tr ia ls (2300 pat ients) , compared to phase 2
(589 patients). Per total 7445 patients were enrolled in c linical tr ials.
KPI Size of Clinical Trials ( number of
patients in trial )
Total Number of target patients to be included
in clinical trials, Phase II of III for Drugs or
trials formedicaldevices started duringa year.
N=14 N=14 N=13
885
31053455
7445
148 patients were enrolled in average in phase 3 clinical trials. 177 patients were enrolled in average in medical device trials.
See for a detailed overview Ch 4 Appendices - F. Monitoring Methodology Extended version.
- Source: The Decision Group database -
MEASURING IMPROVINGDEFINITION
KPI - Size of clinical trials (no of patients in trial) MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
55/100
55see also www.healthoutlook.nl
KPI Size of clinical trials (no of patients in trial)
A larger presence of research sup port act iv i t ies wi l l help h ospi ta ls to manage the pat ients in cl in ical tr ials.
Steering
Size of clinical trials and the presence of research
support offices (KSI 6) are associated*.
(Next) Best Practices
11.Stimulate and build research support structures:
Outperforming hospitals on size of clinical trials, have
more FTEs available to support research than other
hospitals. These hospitals have built more structures
to manage the large number of patients in trials.
12.Create visibility to industry partners, cluster location
seems to matter. A hospital suggested that large
phase 3 and medical devices studies are assigned
more often to hospitals located in one of the Dutch
Life Sciences sub clusters.
* The correlation coefficient with KSI 6 is 49.46%.
LS sub cluster
See for a detailed explanation on correlations Ch4. Appendices page 82 and 83.
MEASURING IMPROVINGDEFINITION
KPI - Inflow of patients outside catchment area
MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
56/100
56see also www.healthoutlook.nl
Outside catchment area
KPI Inflow of patients outside catchment area
If there is a hig h rat io of p at ients o uts ide catchment area (inpat ient and as wel l o utpat ient) then the h ospi ta l is
attract ive.
DefinitionThe outer part of a specific geographic area for which a
particular institution is responsible.
Proxy
The patients reported at the hospital living outside the
geographic areas than the institution.
Rationale
If there is a high ratio of patients outside catchment area
then more attractive for the patients is that specificinstitution.
Inpatient and outpatient
DefinitionInpatient: a patient who is admitted to a hospital
or clinic for treatment that requires at least one overnight
stay.
Outpatient: a patient who is admitted to a hospital or clinic
for treatment that does not require an overnight stay.
KPI
Inflow of patients from outside catchment areaNumber of unique patients outside hospital catchment area that got care
delivered when inpatient (admissions) and outpatient visits (vert.: opnames en
1ste polikliniek bezoeken).
Proxy
An overnight stay.
RationaleTo get a good insight in the complexity of pocedure that a
patient may undergo.
MEASURING IMPROVINGDEFINITION
KPI - Inflow of patients outside catchment area MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
57/100
57see also www.healthoutlook.nl
4,5%
12,0% 11,4%
29,8%
0%
5%
10%
15%
20%
25%
30%
35%
Minimum Average Median Maximum
%ofpatientsoutside
catchmentarea
First admissions
3,9%
10,4% 9,7%
26,2%
0%
5%
10%
15%
20%
25%
30%
Minimum Average Median Maximum
%ofvisitsoutsidecatchmentarea
First outpatient visits
KPI Inflow of patients outside catchment area
In 2011, the Health Outloo k ho spitals repo rted that on average 14.5 % of total admis sion s and 10,3% of out patient
vis i ts w ere from pat ients located ou ts ide the catchment area.
N=11
KPI Inflow of patients from outside
catchment area
Number of unique patients outside hospital
catchment area that got care delivered
inpatient (admissions) and outpatient visits
(vert.: opnamesen 1ste polikliniekbezoeken)
N=11
The first position with the maximum number of first admissions and first outpatients visits outside catchment area is hold
by the same hospital. See for a detailed explanation Ch 4 Appendices - F. Monitoring Methodology Extended version.
Source: The Decision Group database -
MEASURING IMPROVINGDEFINITION
KPI - Inflow of patients outside catchment area MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
58/100
58see also www.healthoutlook.nl
KPI Inflow of patients outside catchment area
Expert ise of emp loyees might at t ract pat ients from ou ts ide catchment area to the hosp i ta l .
Steering
The level of expertise (KSI 3) is linked* with the inflow of
patients outside catchment area that are admitted for the
first time.
(Next) Best Practices
13.Attract and invest in the expertise of the core staff
members:
The expertise of the attractive hospitals, (inflow of
patients from outside catchment area) is higher
compared to average attractive hospitals.
Next to expertise, data shows a trend on size ofclinical trials and inflow of patients outside catchment
area. Further research has to validate the hypothesis
that inflow of patients with clinical trials may affect the
inflow of patients for admissions and outpatient visits.
* The correlation coefficient with KSI 3 PhD is 8,83%.and KSI Prof is 44,08%
See for a detailed explanation on correlations Ch. 4 Appendices on page 82 and 83.
SU G O GO
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
59/100
59see also www.healthoutlook.nl
Key performance indicators Input
Industry Investments
Hospital investments
MEASURING IMPROVINGDEFINITION
INPUT Rebke Klokke, Utrecht
KPI - Industry Investments MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
60/100
60see also www.healthoutlook.nl
KPI
Industry Investments (in the core value chain)
Number of research projects with industry partners,
(including self-initiated healthcare research with industry
investment) started in a given year.
Core value chain of the Dutch health cluster
Definition of the core value chain
The Dutch Health cluster contains all top clinical and research hospital from the Netherlands, including all STZ hospitals
that perform applied research.
Proxy
The number of research projects commissioned by industry is taken as a proxy for industry investments.
Rationale
Industry investments give an approximation of the ability of hospitals to collaborate with industry in common projects.
y
Indus try investments give an approximat ion of the abi l i ty of hospi ta ls to col laborate with ind ustry in co mmo n
projects.
KPI - Industry Investments MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
61/100
61see also www.healthoutlook.nl
318
0
100
200
300
400
500
600
700
Noofproje
cts
Total - Industry investments
Health Outlook hospitals (n=15) Total STZ hospitals (n= 28)
1
21 20
49
0
10
20
30
40
50
60
Minimum Average Median Maximum
Noofprojects
Industry investments
y
In 2011, the indu stry in vested in, on average, 21 research pro jects per ho spit al with a maxim um o f 49 research
projects . In to tal 630 research projects w ithin th e hosp itals were started.
N = 15
KPIIndustry Investments
Number of research projects with industry
partners, (including self-initiated healthcare
research with industry investment) started in a
given year.
- Source: The Decision Group database -
630
There is a large variation among the reported industry investments. See for a detailed explanation Appendices on Monitoring
Methodology extended version.
KPI - Industry Investments MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
62/100
62see also www.healthoutlook.nl
y
Hospi ta ls that are part ic ipat ing act ive ly in mult i center studies at t ract mo re industry investments. Furthermore,
ambit ious specia l is ts have a large impact on performance.
Steering
The participation in multicenter studies (KSI 7) seems to
influence* the industry investments.
(Next) Best Practices
15.Invest in a research culture. This generates an
exciting and vibrant learning community, reinforces
the links with industry, and contributes to high-
quality applied research.
The hospital which outperformed KPI Industry
Investments explained:Our specialists are very research minded. They
have a lot of ambition, and this influences other
specialists. A science-driven culture is growing. The
money they receive from the industry is often re-
invested in investigator research, which attracts
industry, a motor of innovation is created.
16.Coordinate research at a decentralized level too, tostimulate multicenter studies.
Another hospital clarified:
Our main departments have own research
coordinators who facilitate in bringing in multicenter
studies.
See for a detailed explanat ion on correlations Ch. 4 Appendices on page 82 and 83.
*The correlation coefficient with KSI 7 is 83.66%.
KPI - Hospital investments applied research & innovation MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
63/100
63see also www.healthoutlook.nl
Money invested in applied research & innovation
Definition
Applied research is a form of systematic inquiry involving the practical application of science.
Proxy
Hospital budget and a sample of the 3 largest partnerships (maatschappen) for investment in applied research &
innovation apart from industry sponsored is taken as a proxy.
Rationale
Hospitals that invest in applied research & innovation are create a breeding ground for innovation.
p pp
Hospi ta ls that invest in appl ied research & inn ovat ion create a breeding ground for inno vat ion.
KPI
Hospital applied research & innovationMoney invested in applied research &
innovation by the hospital in a given year.
KPI - Hospital investments applied research & innovation MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
64/100
64see also www.healthoutlook.nl
0
100000
200000
300000
400000
500000
600000
700000
800000
900000
1000000
Investmentsin
Ranking - Hospital investments
10.000
350.488 387.500
904.500
0
100.000
200.000
300.000
400.000
500.000
600.000
700.000
800.000
900.000
1.000.000
Minimum Average Median Maximum
Investmentsin
Hospital investments
The hospi ta l investments appl ied research & innovat ion v ary between the hosp i ta ls in 2011. There is a huge g ap
between the minimum ( invested10k) and the maxim um (invest ed905k).
KPI Hospital applied research & innovation
Money invested in applied research &
innovation by the hospital in a given year.
N=10
- Source: The Decision Group database -
Different reporting sources were considered. See for a detailed explanation Appendices on Monitoring
Methodology extended version:Individual hospitals
KPI - Hospital investments applied research & innovation
MEASURING IMPROVING
DEFINITION
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
65/100
65see also www.healthoutlook.nl
An explanation for the di f ferences is b ased on the avai labi l i ty of internal data on investments.
Steering
The steering indicators level of expertise (KSI 3) and
participation to industry and health related events (KSI 4)
are associated* with Hospital investments.
* The correlation coeff icient with KSI 3 (CGP) is 56.81% and with KSI 4 (participation to health related events is 60.50%
(Next) Best Practices
17.Create insight into costs and investments, to allocate
the right resources to the right activities.
See for a detailed explanation on correlations Appendices on page 82 and 83.
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
66/100
66see also www.healthoutlook.nl
Appendices
A. History, development and structure of the Dutch Health Outlook
B. About the involved partners
C. Bibliography
D. Consulted experts and organizations
4
Rebke Klokke, Utrecht
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
67/100
67see also www.healthoutlook.nl
Appendix A History, development and structure of the Dutch Health Outlook
Rebke Klokke, Utrecht
Partners to create the Health Outlook 2013
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
68/100
68see also www.healthoutlook.nl
STZ and The Decis ion Group proudly present the f i rst edi t ion of the yearly Out look on the Dutch Health cluster .
The Outlook is commissioned by the STZ-
ziekenhuizen.
STZ stands for the Dutch association of
tertiary medical teaching hospitals. STZ
members can be seen as high care hospital
providers and top referral centers. STZ plays
an important role in applied medical research
having the aim to provide effective and
efficient care with focus on patient value.
Contacts:
Maarten Rook
The Outlook is created in cooperation with
the Grenoble School of Management, Schoolof Public Health, part of The GeorgeWashington University, Stockholm School ofEconomics
The Outlook is created in cooperation with
consulting firm The Decision Group.
The Decision Group helps clients take better
strategic decisions, using methods such as
strategic dialogue and strategic alignment. The
creation of the Outlook is supervised by Prof. dr.
Fred van Eenennaam, and ir. Maarten Koomans
managing partners of The Decision Group.
Contacts:
Prof. dr. Fred van EenennaamIr. Maarten Koomans,Kim Bruheim, MSc.Bogdan Toma, BA, BSc
+31(0)[email protected]
Contact:
Prof. dr Fred van Eenennaam
Background of the Health Outlook 2013 (1/2)
http://www.grenoble-em.com/accueil.aspx?lg=enhttp://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
69/100
69see also www.healthoutlook.nl
The Life Sciences Outlooks and the recent STZ publications have created the bases for the Health Outlook 2013
Nyenrode LSH | Biotech Outlook2010
Moni tor ing and improving
the red biotech cluster
The Nyenrode LSH| Biotech Outlookiscreated undersupervision of prof. drFred van EenennaamandIrMaarten Koomans.
Draft forHigh Profile Group reviewonly October2009
Background of the Health Outlook 2013 (2/2)
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
70/100
70see also www.healthoutlook.nl
which aims to register, monitor and report the outcomes (valorization) of research and cooperation with the
industry and appl ied research ho spi ta ls uni formly.
Approach of the Health Outlook 2013 (1/2)
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
71/100
71see also www.healthoutlook.nl
The Out look bui lds on exist ing and available repor ts to leverage and im prove on the current data posi t ion of the
health cluster.
Extensive and valuable cluster information is available through reports that 1) focus on specific cluster elements 2) are often
one-time only publications.Selection of key policy studies and reports on the Dutch biotech cluster
Innovation in Healthcare
Delivery Systems: A Conceptual
FrameworkThe Innovation
Journal: The Public Sector
Innovation Journal, Volume15(1), 2010, Article
The Role of Integration into
External Informational
Environments, John R.Kimberly, Journal of Healthand Social Behavior Vol. 19,No. 4 (Dec., 1978),
Determinants of technological
innovation and its effect on
hospital performance, AfricanJournal of BusinessManagement Vol.5 (11), pp.4314-4327, 4 June, 2011
ICT in Dutch Healthcare: An
International Perspective (2006)Den Haag, Nederland
Health consumer powerhouse:
20012 EuroHealth ConsumerIndex (2012)
WHO Draft Guidelines for
adverse event reporting and
Learning Systems (2005)
Denken, doen en delen: UMCs als
regionale expertisecentra voor
onderwijs & opleiding(2007)
STZ expertisecentra in beeld.
(2011)
STZ-ziekenhuizen in het
Nederlandse
ziekenhuislandschap. (2011)
Approach of the Health Outlook 2013 (2/2)
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
72/100
72see also www.healthoutlook.nl
Learning
loop L
earningloop
The needs of research and innovat ion that address the pat ient value in the Dutch Health cluster wi l l be al igned by a
systemat ic yearly c luster dia logue, based o n:
Creating Reporting Using
The Outlook uses insights from the strategic
dialog , where the key cluster challenges were
identified according to the needs of its
members.
The Outlook is the starting point forcluster-wide strategic dialogues among
entrepreneurs and policy makers.
Improving business knowledge can have
large impact on the cluster success.
The Outlook is created with the hospitals,using:A few sources with each hospital Dialogue sessions Round table discussions
The Outlook reports to hospitals &entrepreneurs: Showing progress & performance of hospitals Communicating needs of hospitals to policy
makers
The Health Outlook is used formonitoring andimproving: The key policies have direct impact on the
success of the health cluster.
To make sure the actual needs are addressed To monitor progress systematically on the
overall cluster, key business impact areas and
key policies
To have a dialogue on improvements
LearningloopLearningloopLearningloop
International Academic Advisory Council
http://www.grenoble-em.com/accueil.aspx?lg=en -
7/28/2019 Dutch Health Outlook 2013vF
73/100
73see also www.healthoutlook.nl
The Internat ional Academic A dvisory Counci l1, wi th the members provid ing advice on the development of the
Out look, cluster pol ic ies and m ethodolog y development, is l is ted below.
Gran Lindqvist
Principal Associate at the Center for Strategy andCompetitiveness (CSC) at the Stockholm School ofEconomics and Cluster Observatory projectmanager. His research focuses on agglomerations,clusters, cluster initiatives, and cluster policy.
Robert E. Burke
Professor at the George Washington UniversityProfessor Burke is a medical sociologist and anationally known expert in long-term care, withextensive experience in developing, evaluating andimplementing health care policy and managingmultidisciplinaryprofessional staff.
Leonard H. FriedmanProfessor at the George Washington UniversityDr. Leonard Friedman is an expert on themechanisms of organizational change and strategicdecision-making in health service organizations.
Victoire de Margerie
Profess