Healthcare provision, patient care, quality of life at work... Monaco sets the CHPG plan for 2025-2030
The venue was symbolic, on the forecourt of the new CHPG building, a cathedral of concrete and steel currently being completed. It was there, in the open air, that the teams from Monaco's public hospital gathered to unveil their institution's project for the period 2025-2030. A formal document tasked with identifying "strong intentions to guide our trajectory for the next five years," explains Benoite Rousseau de Sevelinges, who directs the Princess Grace Hospital Center.
"This project is the result of a desire, and more than a hundred professionals contributed to it: doctors, caregivers, administrators, technicians, as well as patients and associations. We wanted to exchange perspectives, listen to experiences, and embrace aspirations. Together, we are building the hospital of today and tomorrow. And collecting patient experiences has been a valuable guide for us."
Especially since the hospital of tomorrow is fast approaching. The theoretical delivery of the first phase of the New CHPG is scheduled for the second half of 2026, when the first patients will be admitted. Construction will then be completed in 2032, ultimately offering 107,000 square meters and a total capacity of 458 beds. A new, major step in the history of the establishment, which Benoite Rousseau de Sevelinges intends to write around "human, global, and responsible health, where innovation must serve care and not the other way around. And where quality cannot be decreed."
"We are going to modernize our work tool"The Cap Gemini firm helped the CHPG teams formalize this establishment project, which has four key ambitions. The first is to work to improve the health of the population. "What we want," explains Mathieu Liberatore, president of the establishment's medical committee, "is to position the CHPG as a public health player, strengthen prevention and screening, meet health needs, and respond to demographic challenges and the aging of the population."
The proposals, for example, suggest developing short circuits in emergency rooms and improving relations with community medicine.
Second priority: innovate and strive for excellence in care. "The opening of the first phase of the new building offers us a historic opportunity," says the facility's director. "We are going to modernize our work tools and transform our approach to care." Artificial intelligence could be used to facilitate diagnostic procedures, and synergies through interdisciplinary collaboration are being explored.
"Promoting sustainable health"Third ambition: to distinguish ourselves through the quality of the patient and professional experience. "The visiting experts were able to assess our quality, but we must work to improve even more," says Mathieu Liberatore. "Both for what happens during care, but also before and afterward." In this regard, the teams intend to highlight the CHPG's services that make it a strength for hospitalized patients. According to internal statistics, 92.2% of patients recommend the CHPG.
Finally, the final avenue of work in the establishment's project is to affirm societal and environmental change. "It's a cultural change that must be undertaken," promises Benoite Rousseau de Sevelinges, " to promote inclusive and supportive sustainable health."
This step fits more easily into a new facility with virtuous standards optimized for the environment. And, ultimately, for the comfort of employees who will work in a redesigned, more logical and condensed facility. A strong expectation after many years of construction on this site.
Did you want this five-year establishment project?
It has, in fact, been provided for in regulations since 1999 but had never been used. The government wanted it to be implemented during the two phases of the construction of the New CHPG, in order to take stock of the needs and expectations of users and staff working in the facility. It was a collaborative effort, which required a lot of effort. It was necessary to take stock, to ask ourselves what was useful, what was not. The project must be revised at least every five years and will allow us to update the needs in terms of structure. For the time being, the proposals will be studied by the government to evaluate them and possibly validate them.
You have already had a chance to consult it, what does it inspire in you?
It is premature to comment on its content, but I can already tell you that there are some extremely positive points. I am also delighted to see that this establishment project confirms, for example, the need to create a neurology department, which is a discipline that was lacking at the CHPG even though it was already represented, because a certain number of practitioners are neurologists, and neurological functional examinations were already carried out. But when we know that patients with neurological problems present themselves at the CHPG every day, it seemed essential to have a dedicated department, whether for neurovascular diseases or neurodegenerative diseases.
You have worked in this hospital as a doctor and head of department. Does this change your view of the needs of the teams and patients?
This hospital has been my daily life for twenty-one years, it's true. I've always wanted a hospital project to be carried out because it's a comprehensive assessment of the structure, both in terms of discipline and innovation, the quality of patient care, and their support. And also the quality of life at work. It's good to consult staff, to get their opinions, their visions. The government will draw the lessons it deems useful.
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