we become?
What could we be doing better? What are the areas where we can raise our profile, and who can help us do that? We asked employees and stakeholders from outside Amsterdam UMC to identify opportunities. ‘Make choices, take the lead in strong networks and share knowledge.’
Our opportunities
‘A UMC has a unique role in the system, not least in bringing together training, research and care. A UMC is also a last resort for patients who have nowhere else to go. Strengthen that tertiary profile and outsource much of the general healthcare. It’s important not simply to reallocate care and doctors to secondary care, but in some cases to let go of certain activities altogether. Share your knowledge in networks.
As a UMC, you also have a role to play in the region as a network creator, from primary to tertiary care. We see OncoNovo+ as a good example.
A UMC has influence on politics, both locally and further afield. We would like to work together and include city councillors in the ‘state of healthcare’ and regional developments, so they’re not suddenly confronted with a ‘done deal’ that will have a direct effect on local residents.
The greatest social challenges are in health promotion, making care accessible to everyone, appropriate care and the affordability – and thereby also the sustainability – of the healthcare system. This should all be grounded in solidarity. The merger between AMC and VUmc can make a greater contribution to affordability, by focusing on ways to achieve financial synergies.’
- Georgette Fijneman, Chair of the Executive Board, Zilveren Kruis insurance provider
the regional partner: ‘Leading the field both in the Netherlands and internationally: that is what we see as your strength. You could make that profile even clearer, and we can do more to support each other in that area. You could also link research, such as trauma care research, to the care and acute care chain. Amsterdam UMC is an international player, and OLVG Hospital Amsterdam can really benefit from that, especially in the area of research.’
- Cees Buren, member of the Board of Directors, OLVG Hospital Amsterdam
the UMC: ‘Keep building on what you’re good at: neurology, upper GI, the Heart Centre. Form alliances with other UMCs, because you can’t keep doing everything you are doing on your own. Make choices about what you are – and are not – going to do.’
- Douwe Biesma, Chair of the Board of Directors, LUMC
the regional partner: ‘We need to boost cohesion so we can create a strong network together, a network that values the competences of everyone involved. You can play a supporting role by deploying your employees in the region and making joint plans with your partners.’
- Sophia de Rooij, Chair of the Board of Directors, Amstelland Hospital
the nurse: ‘Be “interprofessional” in everything you do, from patient care to research to quality assurance. The patient, doctor, nurse and other care providers work together to decide on the best care, the relevant research questions, the practical applicability and impact and how to resolve issues. Then the patient becomes part of the team.’
- the Nursing Advisory Council
(Verpleegkundige Advies Raad, VAR)
education: ‘Look beyond your own organisation and seek out collaboration with regional partners, not just with secondary care providers. Take on more of a coordinating role in promoting good health in the region.’
- Geleyn Meijer, Rector, Amsterdam University of Applied Sciences (AUAS)
the regional partner: ‘Your size can also be a drawback. You need clear points of contact in the chain, so patients get the right healthcare at the right place. It can be done: just look at the WijkKliniek acute geriatric community hospital. It works, and people like working here – we have no job vacancies.’
- Godfried Barnasconi, Chair of the Board of Directors, Cordaan
education: ‘I see opportunities in the technology profile the University of Amsterdam (UvA) is developing, together with the pioneering AI research in Amsterdam that is emerging from the close collaboration between VU Amsterdam and UvA. Medical technology could become an area for growth, especially digitally (AI) but also in molecular design. There may even be an opportunity to create a training programme or track in Medical Technology or Technical Medicine.’
- Peter-Paul Verbeek, Rector Magnificus, University of Amsterdam
our strength
we become?
January 2024 | © Amsterdam UMC 2024
‘A UMC has a unique role in the system, not least in bringing together training, research and care. A UMC is also a last resort for patients who have nowhere else to go. Strengthen that tertiary profile and outsource much of the general healthcare. It’s important not simply to reallocate care and doctors to secondary care, but in some cases to let go of certain activities altogether. Share your knowledge in networks.
As a UMC, you also have a role to play in the region as a network creator, from primary to tertiary care. We see OncoNovo+ as a good example.
A UMC has influence on politics, both locally and further afield. We would like to work together and include city councillors in the ‘state of healthcare’ and regional developments, so they’re not suddenly confronted with a ‘done deal’ that will have a direct effect on local residents.
The greatest social challenges are in health promotion, making care accessible to everyone, appropriate care and the affordability – and thereby also the sustainability – of the healthcare system. This should all be grounded in solidarity. The merger between AMC and VUmc can make a greater contribution to affordability, by focusing on ways to achieve financial synergies.’
- Georgette Fijneman, Chair of the Executive Board, Zilveren Kruis insurance provider
the regional partner: ‘Leading the field both in the Netherlands and internationally: that is what we see as your strength. You could make that profile even clearer, and we can do more to support each other in that area. You could also link research, such as trauma care research, to the care and acute care chain. Amsterdam UMC is an international player, and OLVG Hospital Amsterdam can really benefit from that, especially in the area of research.’
- Cees Buren, member of the Board of Directors, OLVG Hospital Amsterdam
the UMC: ‘Keep building on what you’re good at: neurology, upper GI, the Heart Centre. Form alliances with other UMCs, because you can’t keep doing everything you are doing on your own. Make choices about what you are – and are not – going to do.’
- Douwe Biesma, Chair of the Board of Directors, LUMC
the regional partner: ‘We need to boost cohesion so we can create a strong network together, a network that values the competences of everyone involved. You can play a supporting role by deploying your employees in the region and making joint plans with your partners.’
- Sophia de Rooij, Chair of the Board of Directors, Amstelland Hospital
the nurse: ‘Be “interprofessional” in everything you do, from patient care to research to quality assurance. The patient, doctor, nurse and other care providers work together to decide on the best care, the relevant research questions, the practical applicability and impact and how to resolve issues. Then the patient becomes part of the team.’
- the Nursing Advisory Council
(Verpleegkundige Advies Raad, VAR)
education: ‘Look beyond your own organisation and seek out collaboration with regional partners, not just with secondary care providers. Take on more of a coordinating role in promoting good health in the region.’
- Geleyn Meijer, Rector, Amsterdam University of Applied Sciences (AUAS)
the regional partner: ‘Your size can also be a drawback. You need clear points of contact in the chain, so patients get the right healthcare at the right place. It can be done: just look at the WijkKliniek acute geriatric community hospital. It works, and people like working here – we have no job vacancies.’
- Godfried Barnasconi, Chair of the Board of Directors, Cordaan
education: ‘I see opportunities in the technology profile the University of Amsterdam (UvA) is developing, together with the pioneering AI research in Amsterdam that is emerging from the close collaboration between VU Amsterdam and UvA. Medical technology could become an area for growth, especially digitally (AI) but also in molecular design. There may even be an opportunity to create a training programme or track in Medical Technology or Technical Medicine.’
- Peter-Paul Verbeek, Rector Magnificus, University of Amsterdam
What could we be doing better? What are the areas where we can raise our profile, and who can help us do that? We asked employees and stakeholders from outside Amsterdam UMC to identify opportunities. ‘Make choices, take the lead in strong networks and share knowledge.’
