Review of a look at the future of hospitals

1. HOSPITAL OF FUTURE
JAIRO ALARCON.
Md Ped. Intensivista. Msc. Epidemiologia.
Esp. Alta Gerencia.
Universidad del Valle.

2. HOSPITAL OF THE FUTURE

3. HOSPITAL OF THE FUTURE
Propósito: identificar y comprender los cambios
potenciales que pueden impactar los hospitales
públicos en Europa, durante los próximos 15
años.
Estudio enfoco en dos hospitales:
Hospital Universitario de Karolinska
Hospital Clinic de Barcelona.
Visión de : Lideres hospitales / CEO / Cabezas de
Depto / Lideres médicos./ Ejecutivos
organizaciones cercanas / y de Empresas de
Tecnologías.

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 Revisión Bibliográfica.
 45 profesionales : Administradores y Clínicos.
Metodología:
Investigación Cualitativa:
Entrevistas grupales e individuales
Objetivo:
Identificar , clasificar y comprender las
iniciativas, cambios y estrategias que podrían
definir el hospital publico europeo en los
próximos 15 años.

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Fases del estudio
1. Revisión de la literatura
2. Entrevistas individuales
3. Hallazgos preliminares
4. Validación y ranking de los hallazgos
5. Discusión en grupos de trabajo.
6. Resumen de mensajes claves
…..Lista de recomendaciones para Directores.

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Hospitales Participantes
Selección :
Hospitales lideres
 Excelencia resultados
 Complejidad servicios
 Centros de referencia.
 Innovación y adaptación.
 reconocimiento de la Industria.

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Hospitales Participantes
Selección :
2. Son hospitales que son diferentes pero a la
vez comparables en los escenarios del
sistemas de salud.
Difieren en presupuesto y conformación.
Han participado en proyectos colaborativos.
Han compartido

8. HOSPITAL OF THE FUTURE
Hospitales Participantes: Karolinska
Inaugurado: 1940
Presupuesto: 1,7 billones de euros- 15.000
empleados.
220.000 visitas a urgencias
1,7 consultas ambulatorias
109.000 hospitalizaciones
1700 habitaciones
6000 admisiones de pacientes extranjeros
Publica : 2200 artículos científicos /2500
investigadores

9. HOSPITAL OF THE FUTURE
Hospitales Participantes: Clinic de Barcelona
Inaugurado: 1906
Presupuesto: 450 millones de euros- 4500
empleados.
124.000 visitas a urgencias
113.000 consultas ambulatorias
46.000 hospitalizaciones
850 habitaciones
1800 estudiantes medicina / 1500 otras carreras
Publica : 1005 artículos científicos /460
investigadores

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KEY MESSAGE 1:
A TRIPLE-CHALLENGE CONTEXT FOR HOSPITALS
Los principales hospitales se esforzarán en un contexto desafiante:
Un aumento en las necesidades de atención médica, una disminución de los
recursos y cambios valores sociales.
Mantener un suministro eficiente y de alta
Servicios en un contexto desafiante.
La esperanza de vida en Europa
Ha crecido, gracias a las mejoras en la vida
Condiciones, intervenciones de salud pública y
El progreso de la medicina.

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KEY MESSAGE 2: SMALLER AND MORE COMPLEX HOSPITALS
Leading hospitals will be expected to focus on high-value and highly
complex services and to become highly efficient organizations,
without requiring high activity volumes

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KEY MESSAGE 3: NEW SCOPE OF SERVICES
Leading hospitals will embrace new services such as personalized
medicine and genome- based diagnosis, with a broader scope of
services, which may include chronic care management.

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KEY MESSAGE 4: DUAL ORIENTATION: TERTIARY AND TERRITORIAL
Leading hospitals will provide complex services to referred patients
and also manage the provision of acute services in a catchment
area.

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KEY MESSAGE 5: KNOWLEDGE-DRIVEN REDESIGN OF SERVICES
Leading hospitals’ knowledge will play a central role in the
knowledge-driven redesign and planning of healthcare services.

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KEY MESSAGE 6: OPEN AND DISTRIBUTED ORGANIZATIONS
Leading hospitals will not be defined by the physical structures and
will be organized so they deliver services at different locations.

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KEY MESSAGE 7: INNOVATION CENTERS OF TECHNOLOGY AND
SERVICES
Leading hospitals will be reference centers for process and
tecnology innovation and health care service desing.

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KEY MESSAGE 8: RESEARCH AND EDUCATION AS KEY RESULTS
Leading hospitals will continue to be the main centers for research
and for the education of new professionals, which means
generating knowledge and capabilities.

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KEY MESSAGE 9: RISK-SHARING MODELS INVOLVING ALL
STAKEHOLDERS
Leading hospitals will develop new risk-sharing models with
insurers, industry and/or other providers.

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KEY MESSAGE 10: PROFESSIONALS IN HOSPITAL GOVERNANCE
Hospital professionals will actively participate in the strategy and
leadership of the organization.

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KEY MESSAGE 11: INTEGRATED CARE AND PROCESS-ORIENTED
TEAMS
Leading hospitals will be organized into process-oriented teams and
seek to create integrated care models (either virtually or by merging
companies).

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KEY MESSAGE 12: CONNECTED HOSPITALS
Improvement of the patient experience will lead to connected
hospitals where case managers will reach out to coordinate care for
patients at home.

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KEY MESSAGE 13: NEW PROFESSIONAL ROLES
Leading hospitals will need health coaches, genetic counsellors,
disease-specific case managers, information management experts
and “med-engineers.

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KEY MESSAGE 14: PATIENT-CENTERED INNOVATION
Leading hospitals will systematically redesign the service experience
with innovation to become really patient-centered.