Healthcare

Patients and clients the prime consideration - despite all the dynamics.
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With increasing pressure on budgets and finances, major expectations regarding the effects of market forces, increasingly vocal patients and stakeholders, coupled with the turbulence in the financial and real estate markets in recent years, healthcare organisations are required to focus constantly on keeping financial budgets manageable. The issues vary from more attention to the insurance company’s financial soundness when buying in insurance solutions, now that the scale of the risks is increasing, to identifying the possible consequences for liability with the development of new earning models. The integration of the various domains in healthcare (long-term, curative and care by unpaid carers) is constantly increasing. As a result, the responsibilities sometimes become less clearly defined. In the meantime, however, the interests of patients and clients have to retain the same priority as before.

Raetsheren has been active for many years in innovating, developing and implementing (insurance) solutions for the public domain. For hospitals and care institutions, we can offer solutions that make a major contribution to the quality, price and stability of your insurance cover. In co-creation with the responsibilities for risk management, we also develop bespoke solutions based on the care institution’s ambitions and the associated risks.

Risks need not stand in the way of the required entrepreneurship

Wim Mulder, segment leader for Healthcare at Raetsheren

There are no standard risks

“The task before the healthcare sector at present is to do more with less money. Under pressure from the Government, one instrument – among others – that has been put in motion is a transition to free market operation. It no longer works with guaranteed budgets; instead, performance and production are examined. And new situations arise from this, previously unknown in the healthcare sector: bankruptcies, pressure to perform, and competition. It calls for a different attitude to business from the healthcare institutions.

This means the risks are changing and growing, but of course quality must not be allowed to suffer because of all this; after all, we are talking about a vulnerable target group. We notice that risks which were already latent are now becoming visible, threatening the continuity of the organisations and the processes. Add to that, for example, the development of ICT in the healthcare sector, which, in addition to all the blessings of collaboration and data-sharing, also involves privacy risks of course.

We see ourselves as having an important task in increasing awareness among organisations and administrators in the healthcare sector. Our experience of the risks of doing business helps people to understand what exactly is involved. And in this way we can ensure that risks do not stand in the way of the required entrepreneurship.”

“In addition, we offer solutions for the healthcare organisations in a unique way. These are never off-the-peg solutions, because then you would never be sure whether you were covering what you need to cover. That’s because there are no standard risks. Here, too, awareness plays a role: we base ourselves not on assumptions, but on facts which we examine after creating an inventory. Just because something never happened, you can’t assume that it never will happen. And something that happened in a certain way when the scale was smaller may well happen differently when the scale gets bigger.

So we never base ourselves on what is familiar, but consciously start afresh each time, for each new client. Using our own experience and expertise as benchmarks, but all those of others. And we are as stubborn in that as we have to be; we dare to speak out. We don’t reason on the basis of the solution, but of the problem, and bring that fully to the client’s attention.”

“To put it one way, you simply cannot assume that ‘the systems work’. Anything can always go wrong. For example, take the case of a hospital which had a power cut while active. The emergency power supply failed too. As a result, a load of ambulances had to make a lot of journeys to take patients with acute conditions to other hospitals. To facilitate that, part of the grounds was cordoned off. Which meant the hospital’s responsible experts, who were called out to resolve the problem, could not get to the hospital. You couldn’t make it up… but it happened.

We see a lot of that kind of complexity in healthcare. You can’t resolve it with a protocol. It is not even so much about the immediate liability, but about the major claims that can arise and can even threaten the organisation’s continuity. That means you can’t work from assumptions, and we always look at the facts.”