Rehabilitation in transition

Meet the challenges with the processes in focus

The market for inpatient rehabilitation services has been stagnating for several years. Substantially assigning institutions change their occupancy behavior. Quality requirements increase at the same time as patient expectations increase. The staffing problems, as in the entire health care market, can also be found in the rehabilitation clinics. Our projects show that essentially the development of the strategic direction, process adjustments and the establishment of modern digital systems not only contribute to future success, but are also suitable for realizing short-term earnings effects. Prospective integrated and innovative services for patients can be implemented in the interplay of intersectoral care offers including rehabilitation, as in the health campus concept.

The future of hospital care

More time at the bedside thanks to new management structures

BERLIN 12.12.2018
From January 2019, the minimum staff levels will apply in the care-sensitive hospital areas. A year later, the “nursing staff quotient” is intended to point the way for nursing staff in German clinics. This not only moves nursing-related key figures, but also the question of future-oriented concepts of task distribution and responsibilities in nursing into the focus of the clinics. The voices from the practice see above all a problem in the mixing of management tasks and operative care at the bedside. From previous projects it has been shown that a skillful and process-oriented distribution of tasks and reorganization of the management structure with a focus on management roles are essential components to meet the challenges of the future.

kma newsletter special edition 06.12.2018

Target Costing – DRGs and Hospital Purchasing

Wolfgang Foest, Peter Vetter 

The authors draw a wide line from the cost situation of the German healthcare system in an international comparison to trends in a number of hospital-specific parameters, the development of the private sector, the diverse possibilities and levers of clinic purchasing, to reduce costs and the prerequisites that have to be fulfilled for this to examples of DRG-related target costing. In these examples, they do not limit their approach to the mere reduction of material costs, but show specifically how the use of different materials can also influence the process effort. The authors advocate a highly developed strategic approach that brings together the expertise of users, suppliers and buyers through cooperation in the best possible way.

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