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Copenhagen, October 20th Jon Erik Børresen and Therese Bjor Rønningen

Leading a multi -stakeholder change process to expand health service capacity in a local hospital in Oslo. Copenhagen, October 20th Jon Erik Børresen and Therese Bjor Rønningen. Diakonhjemmet Hospital. Local hospital for 136.000 inhabitants

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Copenhagen, October 20th Jon Erik Børresen and Therese Bjor Rønningen

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  1. Leading a multi-stakeholder change process to expandhealthservice capacity in a local hospital in Oslo Copenhagen, October 20th Jon Erik Børresen and Therese Bjor Rønningen

  2. Diakonhjemmet Hospital • Local hospital for 136.000 inhabitants • Owned by a trust – non-profit organization – funded by the government • 200 beds • 3 campuses • 1.750 employees (2/3 somatic and 1/3 psychiatric) • 7 clinical departments (orthopaedic and gastro surgery, rheumatology, internal medicine, psychiatric ward and district centre (psychiatry for elderly people (above 65) and children (under 18)) • 16.000 inpatients and 140.000 outpatients • Budget: USD200 mill.

  3. The scopeoftheproject • Forthcomingexpansions • Utilizetheoutpatientclinic, equipment and crew in a more appropriate and effectiveway

  4. Culture for makingchange • No strong triggers for theorganization to seetheneed for change • No onereallybelievedweweregoing to make a decision and stick to it • The organization is used to rematches • The messageis probably not clearenough

  5. Our trip to Portland RC...

  6. Workshop withour managers

  7. Decisionmakingwiththe top management team

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