In December, Nemours Children’s Health leaders, based in Wilmington, Delaware and Jacksonville, Florida, announced that the health system will make investments for a total of $ 430 million in their operations of Delaware Valley and Central Florida.
In Delaware, Nemours will spend $ 130 million in 2025 on three projects: a new and innovative maternal and fetal health program, which will be led by 3 specialists recognized nationwide, with new births of birth and expanded space for surgery and maternal care and maternal care and fetal; Expansion of its Neonatology, Cancer and Cardiology programs; and revitalization of the Alfred I. Dupont Institute – Nemours original hospital building.
In its Central Florida campus, Nemours will invest $ 300 million in the next four years in new and extended facilities to meet the growing needs of the area. The three focus areas will be: an expansion of 110,000 square feet of your hospital; a new installation of 75,000 square feet for orthopedic and sports medicine; and a new administrative building of 75,000 square feet.
After the announcement in December of the Investment Group, Dr. Moss spoke with the editor in chief of health innovation, Mark Hagland, about investments and about the broadest context of the commitment of the Nemours Children organization with their areas of service and communities. Then there are extracts from that interview.
Dr. Moss, can you share about the origin of this set of investments and what means more widely for the organization?
I always say this, but I want people to know that Nemours is in the business of creating health, not just to treat diseases. We believe that we have an important role to play in the way in which the United States conceptualizes the health of children and offers medical care to children. This investment is on the side of the service provision. Some people have misunderstood what I have said in the past, but it is a “and” not a “or”. So, while we are doing exciting things for children outside the hospital, we are still investing in hospital attention, and that is what these investments are.
Can you discuss the sources of financing?
The financing comes from multiple sources, but mainly from the reflexive and judicious management by our teams, since we have anticipated the need for growth. We have oriented our financial performance for years, to be read for this. And we have been complemented by generous gifts, even from the Lisa Dean Moseley Foundation. Our interested parties have contributed, and we are very proud to have been able to administer our internal resources successfully, even for a moment of financial challenges.
We all know that this is a difficult time in terms of reimbursement of all kinds, for supplier organizations. How are you driving in the current environment?
It is a challenging financial moment for medical care entities, and particularly for children’s hospitals in this country. But we have made some very hard and deliberate decisions to ensure that we can continue working properly. We are a non -profit entity; We are not in business to earn money, we are in business to improve children’s health. But to do that, we have to invest intelligently in the health of children, and we are doing things in our main markets, which are very beneficial for children. We are aware that to provide health, we have to carefully manage our finances.
Is this a more difficult time that two years ago?
There are a variety of challenges that we all face. I will say that fundamentally in the United States, all children’s hospitals are fundamentally underlined and live with little time all the time, and to the extent that they can play a role and continue advocating the sustainability that we face the challenges of Medicaid we face, what I will do. I think it is important that the American people understand, a large number of people do not realize this, more than all children in the US. Bajo children’s care. We have a great challenge with children’s insurance through the Medicaid program, and that is something important to discuss.
What can you do with these investments?
I am very excited. In the Delaware Valley, we are developing what will be one of the largest programs for mothers with children born with congenital anomalies. And we are converting the original Dupont Institute into the construction of an office as it was from the 1940 , etc.
How should the leaders stratify ahead during the next few years, to achieve an important job?
The main trend in the care of children in the next decade is that we are increasingly making an outpatient basis. The Children’s Hospital of the future will be a giant ICU. Therefore, we are one of the leading organizations in the country that builds a children’s hospital program. Mainly, according to more beds, we are responding to greater market demand. Actually, we are putting less percentage of children in beds, but our market share is increasing both in the Delaware valley and in the center of Florida. Tertiary and quaternary care will still be needed for the most sick of children, and this expansion is about that.
