Four years ago, iHUB started as a strategic alliance between Horizon, Altra, the Opvoedpoli and De Nieuwe Kans. At iHUB, youth welfare services, special education and youth municipal health services (GGD) are now all housed under one roof. With a combination of healthcare and education, iHUB offers a tailored service to young people and their parents who need it. The merger of the four healthcare and educational institutions turned out to be more difficult than initially expected. With the help of Boer & Croon, iHUB was transformed into an incisive organisation. In the meantime, this transition has now largely been completed.
YOUTH WELFARE SERVICE AND EDUCATIONAL INSTITUTION IHUB GROUP
Whereas a healthcare organisation used to have to deal with a single financier, it now suddenly has to make agreements and negotiate contracts with hundreds of clients: municipalities as well as health insurers. This obviously has a major impact on the organisation and also has repercussions on debtor and creditor management, ICT, HR and other support departments.
As if these developments did not already put enough pressure on the organisations involved, efforts were also made to provide more ambulatory care. This is in line with the aim of enabling people with a disability to participate in society as 'normally' as possible and offering the help they need at home. This can vary from a few home visits per week to more intensive daily home help, crisis care at home or intensive behavioural supervision. An enormous organisational task.
Transformation of an organisation with substantive professionals into a professional organisation
EFFECTIVE AND EFFICIENT
That was the reason why Boer & Croon was brought in to make iHUB a success. On the one hand, Boer & Croon helped to make the organisation as effective and efficient as possible. On the other hand, it helped to professionalise business operations. Boer & Croon also found the right people to fill positions on the new Board of Directors, management board, and in management positions.
The aim is to achieve a 1% return on the primary process.. A package of guidelines and tools was developed to relieve the pressure on ambulatory care. This has improved productivity levels from 65% up to 75%
For the primary process, a new management structure was created, made up of operational organisations that are subject to regional management, with a distinction being drawn between education and healthcare.
The legal bases for all iHUB-related entities were restructured to facilitate strategic goals more effectively, achieve fiscal optimisation and reduce administrative/organisational complexities.
In youth welfare services and special education, the work load is high. There is a lot of turnover and absenteeism. And we are dealing with a tight labour market. We try to offer our people more prospects for their careers.
If you add that all up, if we can do better than other organisations, we can really make a difference for the young people and families that we are ultimately doing it for."
Systems and processes
- Integration of four financial administrations into one central administration and implementation in Exact
- Transition to the new HR administration and implementation in AFAS
- Integration and conversion of three into one Electronic Patient Dossier and supervision of the switch to a new supplier
- Optimisation of the administrative care process
- Implementing and improving CRM
- Development of management and operational steering information by means of, among other things, value care
From four different subsidiaries towards one integrated organisation.
This combo works very well because we are highly complementary to each other. Hans is very good at communicating to the staff the steps that need to be taken."
Hans du Prie will hand over the baton to Lieke van Domburgh, who will be joining the Board of Directors as of October the 1st.
- Reduce outstanding debt by € 10 million
- Improve liquid assets position by € 15 million.
- Structural cost reduction of € 2.5 million.
- Productivity improvement of 10%
- Savings on procurement of € 10 million
- Remedying fiscal risks
Ultimately, we are a foundation and a civic organisation, and it is important to keep these kinds of care available for all young people and families who need it. We are now back in the green.
Both solvency and liquidity are in order. We were on schedule to reach zero this year. Due to Corona, it is not yet entirely certain that we will succeed, but in any case we will succeed next year."