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Conclusion and perspectives of CHU Brussels

The hospital of the future, our common challenge

The impact study on CHU Bruxelles, carried out in collaboration with BECI, shows unambiguously the importance of hospital activity in the economic and social fabric of the Brussels Region.

Employing more than 8,500 salaried staff, Interims, secondments or independents (around 6,300 FTE22), CHU Brussels is the largest hospital employer in the Brussels Region. In terms of jobs, it ranks in the Region’s top ten, all sectors combined.

CHU Brussels also has a strong local footing as around 55% of its employees and 77% of its patients reside in the Brussels Region. It also acts as a powerful magnet for several dozen companies and non-profit organisations located on its hospital sites (shops, Cuisines Bruxelloises, the Infectious Illnesses Centre for Research, the Francisco Ferrer High School, etc). Generating jobs for 343 people (284 FTE), these account for around €10 million in economic benefits for the Region.

Over ten years CHU Brussels has invested more than 650 million Euros in its infrastructure and technical equipment! Apart from direct jobs and revenue resulting from its activities, CHU Brussels also generates, indirectly, jobs and revenue in its supply chain, which themselves become generators of other jobs and revenue, producing a cascade effect over time, in the form of a virtuous spiral. The intraregional multiplier effect used in the study is 0.33 for jobs and 0.71 for revenue, which in the Brussels Region results in around 7,800 jobs and an economic impact of more than one billion Euros!

CHU Brussels devotes a substantial part of its revenue to research, staff education and training, all levels combined. Knowing that 34% of its salaried staff are non-graduates, CHU Brussels plays a significant development role in the Region.

Beyond the roles previously mentioned, the university hospital is an essential place for healthcare innovation. CHU Brussels hospitals have a rich history of innovation. They are committed to ensuring that this also continues into the future, so that they may continue to redefine the hospital of the future.

The most recent innovations have been particularly in compu­terisation, connectivity as well as the use of large data fields, and artificial intelligence in the taking of medical decisions.

These innovations are in response to the legitimate expectations of patients to play more of a part in their treatment, and over a longer care period than the time spent in hospital.

Such innovations constitute a major challenge to the hospitals responding to them, more often than not hand in hand with businesses, start-ups, “intrapreneurs”, other healthcare institutions, medical-social partners, healthcare professionals outside the hospital, our affiliated universities (the ULB and the VUB), our staff and many others.

For the hospital sector the time has come for networking, so as to structure still better those collaborations that are already in place. We pledge that the networking of Brussels hospitals will strengthen still further the quality of healthcare provided by them, with the most cost-effective performance of services. All this in order to maintain and strengthen Brussels’ position as the Capital of healthcare for the benefit of its patients.

22 Excluding independents who are paid per service and for whom it is not possible to estimate the equivalent FTEs.