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Measures and Progress
Mobility problems call for a broad approach, one that encompasses all major target groups, transport modes, persons and goods. Most hospitals and health centres are trying to use parking management to soften the consequences. This, however, is only a temporary solution. Good accessibility is of strategic, often even of vital importance for hospitals. In this project, Gelre ziekenhuizen in Apeldoorn has opted for a broader, long-term approach to mobility management, consisting of the following measures. Dynamic park management
In 2004 Gelre ziekenhuizen introduced regulated parking for all staff, visitors and patients, as well as paid parking for visitors and patients. Due to massive investments in the new parking facilities and the mobility management plan, a businesslike approach is needed to exploit the facilities and to regulate accessibility. We therefore developed a flexible spreadsheet that is capable of determining the financial effects of many different exploitation strategies.
The amount of parking places has been down graded from 1200 to 960. Because of the implementation of the measures there is no parking problem. Also the neighbourhood don't complain any more. Soon a decision will be made whether parking will be boarded out or not.
Shuttle service
The shuttle service is implemented. It connects the three locations of the Gelre ziekenhuizen 13 times a day (two in Apeldoorn en one in Zutphen). In 2005 we measured the satisfaction of all the users of the shuttle bus. The level of satisfaction appeared to be very high. Nevertheless suggestions were made to increase the frequency of the service. Also we did a survey amongst potential users. The potential is still considerable. To reach this potential a much stricter regime on travel allowances is needed. In 2007 the service will be further fitted to de needs of the staff. Meanwhile it is decided to keep the shuttle service. There is also a loyalty concept to stimulate the shuttle services. With this the employees can save for gifts.
Bicycle plan
The bicycle is implemented. The facilities (shelter, shower and changing rooms) are now ready. A lot of employees are using their bike to come to the hospital. There are 440 cycle shedsand they are allways in use. There is also a loyalty concept. This concept is about rewarding cyclists with points every time they come to work by bike. These points entitle them (like Airmiles) to “buy” all kinds of products ad services. For the rest, cycling brings in more points than using the shuttle service.
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Plastic, credit card sized timetable
Mobility service desk
In the new entrance hall of the Lukas location, there will be a mobility service desk for patients, visiters and employees. there will also be a display with departure times of the busses and a taxi-phone. The service point is the signpost for all travel related information and services.
Business Process Reengineering
Several care processes have been streamlined and are now being investigated on mobility effects:
* Diminished outpatients visits
* Diminished hospitalisation
* Diminished patient visitors
* Duration of visits
An example is that the diagnose of brain haemorrhage or lung cancer can be much faster determined. In one day the patient is completely checked. This means that at the end of the day the patient knows what the exact diagnose is.
There is also a mobile bus where patients can have a blood test when they have a referral from their GP. This service saves all patients within the care district a trip to one of the two Gelre hospitals. The hospital is also considering to develop an X-ray department in the city centre.
The Board of Directors has decided to go on facilitating the mobility management measures.
The most promising care processes will be communicated to other hospitals by aspecial guide. This guide will be published in the beginning of december 2007. Innovative Aspects
The objective of this demonstration project is to develop and implement an innovative and practical approach to mobility management in hospitals and other health centres. The project will involve all relevant target groups, transport modes, persons and goods. Marketing will also play a decisive role in making this project succeed. Finally, we investigate not only alternative modes of transport, but the effects of organisational changes on mobility as well. More on Measures and Results
We expect the project to result in:
* An instrument that will allow hospitals and other healthcare centres to diagnose and assess the quantity and quality of all traffic movements.
* A strategic approach, which hospitals and other healthcare centres can use to make adequate choices between target groups and transport modes.
* An implementation instrument that will allow budgeted activity plans with a communication plan.
The results will be published in an easy-to-use instruction guide for hospitals and healthcare centres. |
