The future of professional entrepreneurship in primary care
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![Public SPACE Research in Primary Care Public SPACE, Center on Strategies for Public And Civic Entrepreneurship is a private, independent Think Tank, aimed at the development of ‘Winning Strategies for the Common Good’, from the perspective of civil society. This project is in cooperation with the Dutch National Association of Small and Medium sized Employers and ABN AMRO Bank Main focus on general practitioners, dentists, pharmacists and physiotherapists ,[object Object]](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)
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The future of professional entrepreneurship in primary care
- 1. Drs. SPM (Steven) de Waal The future of (professional) entrepreneurship in primary care
- 3. How to cope with big institutions like health insurers and hospitals?
- 5. Substitution
- 8. ICT in information (EPD) and care (domotics)INCREASING PRESSURE; CURRENT ORGANIZATION NOT UP TO IT
- 11. Enough market demand
- 12. Long term income (challenged: claw back; (very) low tariffs)
- 13. Choice to work on the payroll
- 14. Potential and room to develop / specialize and grow (economically, professionally)
- 15. Network of collaboration with colleagues, as backupNOT TOO MANY WORRIES; PRIMARY CARE IS STILL AN ATTRACTIVE ENVIRONMENT FOR PROFESSIONALS
- 16. What is ‘a professional’? Perspectives: GUILD REGULATION (law or government enforced) MARKET Variables: * Uniqueness of competence and talent; * Extremeness of training; * How much is compentence linked to persons?; * Does reputation work?; * Does client recognize AND value uniqueness?; * How much competition and choice?
- 17. Sphere of influence around the professional Laws and regulation The healthcare insurer Public criteria and pressure The professional Patients with an attitude Technology and Innovation The culture of the professional peergroup Entrepreneurship Professional codes and demands
- 18. What kind of Entrepreneurship? SMALL SHOP (survival&autonomy) INCOME MAXIMALIZATION Short TermLong Term Cost Reduction Patient Loyalty Increase of Turnover Specialization& Innovation Geographical Growth (e.g. franchising and acquisition) SOCIAL ENTREPRENEURSHIP Actual PatientorientedPotential Patientoriented Prevention (creating public value) Appropriate care Broader Services Seamless care
- 21. Case management
- 22. Accessibility
- 23. Electronic patient files
- 24. More compatible ICT solutions
- 26. Roles of Professionals and others
- 28. Too many incentives, e.g. pay-for-performance, promote short term income maximalization;
- 30. In that case there are special regulations necessary for professional autonomy and public access;
- 31. Best partners for primary care are health insurers and retail;