The world is changing fast, and that impacts on our organisation. But we are also a part of that world, and we can contribute to it. What will be our focus, in healthcare, in education and in research? What are the areas where we aim to lead the field?
want to be?
our choices
‘How can we train enough people and keep them in the region? How will we allocate enough foundation doctors? Both of us are training centres, so it would be great if we could join forces, including in discussions with the local authority in terms of things like accommodation for care providers.’
- Cees Buren, member of the Board of Directors, OLVG Hospital Amsterdam
‘To promote positive dialogue between science and society, and between different academic disciplines, we as academics and care professionals must learn to think in terms of dynamic networks. Amsterdam UMC, and its partners at the two Amsterdam universities, can definitely take a leading role in this movement.’
- Jeroen Geurts, Rector Magnificus, Vrije Universiteit Amsterdam
‘We are seeing an increase in comorbidities and more intensive healthcare needs. The solution is not to transfer patients from secondary to tertiary care, but to transfer knowledge from tertiary to secondary care. Amsterdam UMC already shares a lot of specialist knowledge, but it must be possible to scale this up so patients won’t need to be referred on as much.’
- Georgette Fijneman, Chair of the Executive Board, Zilveren Kruis insurance provider
‘Maybe we can do everything, but should we be doing everything? At the national level we can increase collaboration between hospitals to provide custom healthcare. We can make use of job differentiation and keep our staff on board. But you also need to embrace your role in the media and the public domain to get the message across about scarcity in healthcare. We’d love to go for 100%, but we have to accept that right now it’s not feasible to do everything we’d like to do.’
- the Nursing Advisory Council (Verpleegkundige Advies Raad, VAR)
‘Connect with the people, with the patients in the city. Put yourself in the shoes of citizens and understand their needs. What are people really looking for in healthcare?’
- Godfried Barnasconi, Chair of the Board of Directors, Cordaan
‘How do you want to position yourself as a big UMC? With high-volume healthcare? Or with more focus on research, innovation and training? I say: choose the second option.’
- Douwe Biesma, Chair of the Board of Directors, LUMC
our choises
want to be?
January 2024 | © Amsterdam UMC 2024
The world is changing fast, and that impacts on our organisation. But we are also a part of that world, and we can contribute to it. What will be our focus, in healthcare, in education and in research? What are the areas where we aim to lead the field?
‘How can we train enough people and keep them in the region? How will we allocate enough foundation doctors? Both of us are training centres, so it would be great if we could join forces, including in discussions with the local authority in terms of things like accommodation for care providers.’
- Cees Buren, member of the Board of Directors, OLVG Hospital Amsterdam
‘To promote positive dialogue between science and society, and between different academic disciplines, we as academics and care professionals must learn to think in terms of dynamic networks. Amsterdam UMC, and its partners at the two Amsterdam universities, can definitely take a leading role in this movement.’
- Jeroen Geurts, Rector Magnificus, Vrije Universiteit Amsterdam
‘Connect with the people, with the patients in the city. Put yourself in the shoes of citizens and understand their needs. What are people really looking for in healthcare?’
- Godfried Barnasconi, Chair of the Board of Directors, Cordaan
‘How do you want to position yourself as a big UMC? With high-volume healthcare? Or with more focus on research, innovation and training? I say: choose the second option.’
- Douwe Biesma, Chair of the Board of Directors, LUMC
‘We are seeing an increase in comorbidities and more intensive healthcare needs. The solution is not to transfer patients from secondary to tertiary care, but to transfer knowledge from tertiary to secondary care. Amsterdam UMC already shares a lot of specialist knowledge, but it must be possible to scale this up so patients won’t need to be referred on as much.’
- Georgette Fijneman, Chair of the Executive Board, Zilveren Kruis insurance provider
‘Maybe we can do everything, but should we be doing everything? At the national level we can increase collaboration between hospitals to provide custom healthcare. We can make use of job differentiation and keep our staff on board. But you also need to embrace your role in the media and the public domain to get the message across about scarcity in healthcare. We’d love to go for 100%, but we have to accept that right now it’s not feasible to do everything we’d like to do.’
- the Nursing Advisory Council (Verpleegkundige Advies Raad, VAR)
