Strategische Organisationsentwicklung anhand von gemeinsam entwickelten messbaren Zielgrößen.

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1 Strategische Organisationsentwicklung anhand von gemeinsam entwickelten messbaren Zielgrößen. Ein Beispiel aus einem onkologischen Maximalversorgungshaus in Recife, Brasilien DKVF, Oktober Heidrun Sturm MD, PhD, MPH Dr. med. Heidrun Sturm, MPH PhD 1

2 Healthcare in Brazil Dr. med. Heidrun Sturm, MPH PhD

3 Brazil Germany Dr. med. Heidrun Sturm, MPH PhD

4 Brazil Germany Dr. med. Heidrun Sturm, MPH PhD

5 Brazil - Germany some cornerstones Germany UK USA Brazil Population 80 Mio. 60 Mio. 315 Mio. 200 Mio. Area (Mio. km 2) 0,35 0,23 9,8 8,5 GDP per capita (PPP US $) Healthcare spending (% of GDP) Healthcare spending per capita (PPP $) ,64 9,64 17,89 9, *2008, ** 2006 Source: index mundi (2012)

6 Entwicklungen in Brasilien Quelle:

7 Staatliches Gesundheitswesen Since 1988: SUS is for everybody SUS is guided by the following principles universal access for healthcare services Integrated Services for medical assistance (including prevention, curative services, individual andcollective) Health Policies with the goal to reduce inequity and social injustice. Political and administrative decentralization Conferências de saúde, in order to achieve a constant dialogue between leaders, healthcare professionals and the public

8 Healthcare Expenditure Expenditure (%) Privat SUS, 200 Mio. versicherte Personen SUS (200 Mio pessoas) Plano de Saude (55) privado Health Plans 55 Mio Versicherte

9 prevenção no comunidade para as assistentes sociais Dr. med. Heidrun Sturm, MPH PhD

10 Hospital de Cancer de Pernambuco (HCP) Dr. med. Heidrun Sturm, MPH PhD

11 Developing solutions Dr. med. Heidrun Sturm, MPH PhD

12 Strategieentwicklung: Mission Vision - Values Balanced Score Card Dr. David Norton (president CEO of Balanced Scorecard Collaborative) Dr. Robert Kaplan (Harvard Business School) aus: E. Matzker: Einrichtungen des Gesundheitswesens strategisch steuern, 2015

13 Mission Vision Values: Mission To welcome and treat people with cancer, offering integrated and excellent care with focus on patient centredness Vision To be recognized as national reference centre for research, training of professionals and treatment of cancer Values commitment respect competence ethic and innovation

14 BSC Ziele und deren Determinanten Im Krankenhaus Kundenperspektive Strategische Ziele Finanzen Mission Vision Values Interne Prozesse Personen und Innovation

15 Der Prozess Interdisciplinarity Cooperation Abstimmung zwischen Ärzten Anderen medizinischen Professionals Management Analysis Prozesse Stärken, Schwächen Leistungsdaten Strategic Map Mission Vision Values Strategische Ziele Indikatoren

16 Strategic goals (I): Strategic Map Strateg. Ziele Kunden Interne Prozesse Personen und Innovation

17 Strategic goals (II): 1. Clients Increase volume while maintaining quality Integrated and patient centred care to patients and families HCP as centre of oncological education 2. Finances Ensure financial stability Increase partners and funding sources 3. Key processes Diagnose and Treat with excellence Achieve credentials and accreditation strengthen CI and institutional relationships Stimulate scientific output and graduate programs Improve internal and external communication improve management of donations Transparent management focused on results 3. Innovations and People Develop a culture oriented at innovation and results Training of professionals with focus on patient-centredness Develop policies to attract and retain staff Incorporate new technologies to improve services, adapt physical and technological structure

18 Was seither geschah. Strategiearbeitsgruppe eingerichtet 21 Projekte wurden initiiert. Prio: HCP 300 (Routineprozesse) Seit 2014 zwei Filialstandorte gegründet (UPAEs medizinischen Vorsorge und Früherkennung) Fallzahlen angestiegen Diverse Projekte und Aktionen zu PR und Fundraising Rede Feminina (freiwilliges Helferinnen-Netzwerk) Schwerpunkt auf Ausbildung und Forschung ausgebaut eigener Superintendent und neuer Master-Studiengang

19 Vielen Dank für Ihre Aufmerksamkeit Heidrun Sturm hs 2 HealthcareStrategies Tel. +49 (0) Mobil +49 (0) hs@healthcare-strategies.de Universitätsklinikum Tübingen - Koordinierungsstelle Versorgungsforschung Institut für Allgemeinmedizin und Interprofessionelle Versorgung heidrun.sturm@med.uni-tuebingen.de Peter M. Dostler Diretor Executivo Telefone: (61) Celular: (61) peter@gdconsult.com.br

20 Brazil Healthcare Trends INVESTMENTS IN HOSPITALS Beds Billion U$ 1,9 3,2 Growth 2,1% 4,1% Source: ABIMO Goal Private Sector Increasing private Insurances SUS decreasing waiting times Investments MedTec Hospitals Investments in university hospitals, procedures, personel, Equipment