The strategy of the Tartu University Hospital 2018-2030

APPROVED
by Decision No. 1.2-1/2 of 5 February 2018
of the Council of SA Tartu Ülikooli Kliinikum

STRATEGY OF THE SA TARTU ÜLIKOOLI KLIINIKUM 2018-2030

We are part of a rapidly changing and evolving healthcare environment. The strategy of the Tartu University Hospital has been drafter in cooperation with various clinical specialties and support services in order to ensure that the long-term objectives of the Hospital would be achieved and that the necessary changes to achieve the aims could be taken. This plan focuses on key strategic priorities.

Vision

The Tartu University Hospital is a university hospital recognised around Europe with a leading role in Estonian medicine.

Mission

The mission of the Hospital is to ensure the sustainability and development of Estonian medicine by way of high-level treatment, teaching and research.

Core values

The core values of the Hospital are summarised in the Latin motto “Compassio, Scientia, Fides”, in English this stands for “Compassion, Competence, Trust”. When implementing the values of the Hospital, we proceed from these principles as follows:

Respect, care and ethics Compassio

We treat all people with respect, dignity and courtesy, we offer the best possible treatment. We respect and appreciate the uniqueness of both patients and colleagues but also the contributions made by them.

In our activities, we adhere to the interests of the patients and protect their dignity even when a disease stops them from being able to stand up for themselves. We respect patients’ right to privacy and confidentiality.

Mastery and innovation Scientia

We encourage our colleagues to develop in every way. We simply work on developing our skills and knowledge. We give the best of our knowledge to improve the healthcare system of the Estonian state.

Responsibility and teamwork Fides

The best results are achieved in the cooperation of all specialties and employees. We take responsibility for our work and results both as individuals and as a team.

We believe that we get the best results by involving the patients and their loved ones in every way.

Sustainability and development is only ensured if all companies of the group are economically sustainable.

Changes in the environment: challenges and trends

Over the next decade, significant changes will happen in the population served by the Tartu University Hospital and also in the Hospital itself. Some factors need to be actively adapted to so as not to lag behind natural development and be able to steer other processes in the best direction for the ill.

The expected developments are not unique to the Tartu University Hospital, these are similar among all university hospitals. Within the framework of the strategy, the challenges and development directions are grouped into four areas, wherein the development of the Hospital is mentioned, it is to be understood as the development of the group of medical institutions.

Against the background of a declining population, the number of ageing people (65+) in Estonia and especially in South Estonia will increase by 10-15% and the number of elderly people (85+) by 25-30% by the year 2030. This will mean that:

  1. a) the number of patients in oncology is increasing. There is also a growing number of patients with cardiovascular diseases, nerve diseases, joint pain requiring surgery and eye diseases;
  2. b) there are an increasing number of multimorbid patients suffering simultaneously from several diseases;
  3. c) the period during which patients need treatment and care is prolonged;
  4. d) the number of residents, especially those under the age of 18, in the service area of the Hospital will decrease;

To cope with this challenge, we need to:

  1. a) increase the capabilities of some specialities, both on an out-patient and inpatient basis;
  2. b) deepen interdisciplinary co-operation in active care and to implement case management in order to ensure continuity of care for patients and smooth interdisciplinary co-operation;
  3. c) decisively expand the possibilities for aftercare and nursing care.

In a welfare society and with the help of the possibilities provided by information technology, the amount of knowledge that could be expected to be received from the healthcare system is growing; at the same time, historical skills to recognise transient health problems are decreasing.

  1. a) the capacity for self-help is declining and the demand for medical care is increasing;
  2. b) scepticism towards conventional medicine increases due to the promises made by alternative and personal medicine;
  3. c) the gap between the alleged potential of new technologies and existing resources and financial resources is widening.

To be able to handle this challenge, we need to actively:

  1. a) invest in evidence-based patient information;
  2. b) cooperate with the primary level in the dissemination of evidence-based information;
  3. c) support smart decision-making in the management and financing of the healthcare system.

Developments in technology and labour shortages in Estonian healthcare during the next decade will mean that medical institutions will look towards patient-centred and affordable solutions for cooperation.

  1. a) the networking of hospitals in Northeast Estonia and South Estonia has happened legally, but there is a lack of long-term means to ensure the implementation of the hospital network;
  2. b) the hospitals of the Hospital group are already responsible for the majority of aftercare and nursing care provided in the area;
  3. c) primary level health centres will become a reality in 2020, this will significantly change the format and content of out-patient care.

Meeting this challenge is possible with a centralised division of labour and cooperation:

  1. a) organisation of out-patient specialist care for the transport of patients between Tartu and other centres;
  2. b) consolidation of acute care patients in Tartu and expansion of aftercare opportunities in other medical institutions;
  3. c) integrated management of specialist care receptions and development of online consultations.

The development of research and learning will be influenced by the following trends in the coming years:

  1. a) rapidly evolving virtual learning technologies based on models, moulages and online solutions;
  2. b) increasing requirements for medical curricula;
  3. c) the increasing role of academic clinical research in the development of medical science;
  4. d) no increase in national research and education funding expected in the coming years.

To cope with this challenge, we need to:

  1. a) participate in as many and wide-ranging international research and development projects as possible;
  2. b) further motivate the Hospital staff to conduct research and development work.

 

Strategic priorities

We create an atmosphere which favours the involvement of the patient and their loved ones, both in the physical environment and by way of online solutions. Communication with patients is attentive and caring. We guarantee the best possible living conditions for the patient during their stay in the hospital. We actively implement a variety of methods to comprehensively analyse patient satisfaction.

The Hospital is an attractive place to work in all specialties and professions. Respect and involvement are integral parts of our work culture. We contribute to the continuous development of our staff and create a modern and safe work environment, a motivating salary system and the best academic atmosphere. We support employee participation in research. We stand for ensuring academic progeny in all specialties.

Estonia’s only university hospital must provide the best possible treatment, study and research environment. The Hospital forms a competence centre, where all medical specialties are developed as much as possible. We ensure a sufficient clinical base for teaching and research by collegially involving the best experience of our subsidiaries and partners. We also cooperate internationally to ensure competence. We use new opportunities to develop mobile services and digital technologies. We will continue to continuously update the Maarjamõisa Medical Campus.

The close integration of treatment, teaching and research ensures the best use of science-based medicine in treating our patients. The members of the Hospital group ensure the integrity of the process of treating a patient. Good and close cooperation exists between different specialties. We actively cooperate with primary care and other medical institutions and with the social system to ensure the continuity of the healthcare service.

The Hospital is a leader in quality and an internationally recognised medical centre in Estonia. We are developing quality control systems and expanding our participation in international quality organisations and research networks.

It is in cooperation with the University of Tartu, Tartu Health Care College and other educational institutions that we prepare healthcare workers and researchers for the whole of Estonia. We ensure the existence of an innovative learning environment and a creative atmosphere. We value both learning and teaching. Students are welcome young colleagues in the Hospital. The Hospital is a centre of excellence for clinical research, including transitional medicine and the introduction of new treatment and diagnostic methods in Estonia. We provide a research environment which facilitates cooperation between clinical specialties and basic sciences. We are open to scientific cooperation with all interested parties both at home and abroad.