{"id":55013,"date":"2026-08-24T12:05:47","date_gmt":"2026-08-24T10:05:47","guid":{"rendered":"http:\/\/www.turner.nl\/uncategorized\/an-optimal-healthcare-portfolio-more-relevant-than-ever\/"},"modified":"2026-08-24T12:05:51","modified_gmt":"2026-08-24T10:05:51","slug":"an-optimal-healthcare-portfolio-more-relevant-than-ever","status":"publish","type":"post","link":"https:\/\/www.turner.nl\/en\/right-care-right-place\/an-optimal-healthcare-portfolio-more-relevant-than-ever\/","title":{"rendered":"An optimal healthcare portfolio, more relevant than ever"},"content":{"rendered":"\t\t
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The Right Healthcare in the Right Place<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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An optimal healthcare portfolio, more relevant than ever<\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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An optimal healthcare portfolio is more relevant than ever. Wouter Evers of Turner observed during the COVID-19 crisis how decisions regarding healthcare services were made rapidly. Services were scaled back, coordinated, and redistributed at lightning speed. Nevertheless, an optimal healthcare offering requires a more careful decision-making process: one driven by vision, not by crisis. Why is making choices about healthcare services particularly important right now? And what does such a decision-making process look like? <\/h2>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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An optimal healthcare portfolio, more relevant than ever<\/h1>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t
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At the onset of the COVID-19 crisis, we saw how changes to the institution\u2019s healthcare offerings were implemented in a very short period of time. Routine elective healthcare was scaled back, and acute and chronic healthcare was distributed in a fairly coordinated and controlled manner through effective regional coordination and collaboration. The risks of delayed diagnosis and treatment\u2014such as fewer or more complex treatment options and additional costs\u2014are evident. Nevertheless, making decisions regarding healthcare provision offers an opportunity for improvement in outcomes, quality, and safety of care and can lead to cost savings through more effective and efficient service delivery\u2014provided that a careful, vision-driven process is followed rather than one driven by crisis. <\/p>

Ernst Kuipers recently made it clear, through the acute care working group, that regional coordination should be \u201cthe norm\u201d under the leadership of the Regional Acute Care Chain Consultative Body (ROAZ). But other examples\u2014not limited to acute or highly complex healthcare\u2014are also importantalso illustrate the shift toward greater collaboration and redistribution, such as Alrijne\u2019s partial takeover of primary care from the LUMC, the transfer of Middin\u2019s elder care division to Laurens, or the \u201cHealthcare voor regio\u201d initiative in Drenthe and Southeast Groningen. <\/p>

No healthcare administrator can avoid making restructuring decisions. Do you have the vision and tools to seize this opportunity? This article provides some answers to the \u201cwhy?\u201d and\u201chow?\u201d questions.<\/em> <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Why? To optimize the utility and necessity of the healthcare portfolio. <\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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Why does regional redistribution of healthcare make sense? You want the best outcomes and health gains for patients, but the current range of services or mix of treatments isn\u2019t sufficient to achieve that. There are two main challenges: the need for expertise and a shortage of personnel and resources. <\/p>

The quality of diagnosis, treatment, and follow-up care demonstrably improves with higher volume and the consolidation of expertise rather than its fragmentation. Furthermore, regional concentration can yield attractive economies of scale. This requires making choices: what do we do ourselves, what do we do with or through partners, and what do we no longer do? <\/p>

We expect that the need for and pressure surrounding this discussion will increase significantly as a result of the broader debate on healthcare costs and a future-proof healthcare system. You\u2019d be wise to get a head start on that discussion. Better to do it now of your own free will than later under pressure as an obligation. Moreover, \u201cThe Right Healthcare in the Right Place\u201d (JZOJP) provides excellent justification, as well as a solid framework for addressing the issue with, for, and by stakeholders. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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How to? Successfully Carrying Out Critical Steps <\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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How can we achieve a focused approach to our offerings? How do we ensure a careful decision-making process that does as much justice as possible to the diverse interests of our stakeholders? The point is this: it all hinges on trust. And by that we mean \u201cit has to be done right the first time.\u201d If trust is lost, it won\u2019t quickly return for a second chance, and the willingness to change will undoubtedly suffer, leaving you at a double disadvantage. <\/p>

Portfolio decisions are made collaboratively, not in isolation. You operate within a regional network that includes referrers, partners, other providers, and stakeholders such as funders and government agencies. However, we advocate for a concise initial assessment at the institutional level. This will allow you to enter joint sessions and network dialogues better prepared! All too often, we see far-reaching or loosely defined partnerships stall or fail due to initial enthusiasm without careful self-assessment, an internal mandate or support base, and a realistic understanding of\u201cwhat we bring to the table<\/em>.\u201d A three-step action plan: <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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1. Concise vision development at the institutional level<\/p>\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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You have typically already determined, together with medical professionals and support staff, the organization\u2019s fundamental purpose and its general ambitions as part of the regular multi-year planning process. What you specifically aim to achieve over the next 5+ years needs to be defined more precisely. The \u201chow\u201d of this is ultimately critical, but of limited importance at this stage. <\/p>\t\t\t\t\t\t\t\t<\/div>\n\t\t\t\t<\/div>\n\t\t\t\t

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