1. Initiatives as drivers of change
Implement quality initiatives to kick-start the transition
Quality care initiatives must be implemented to drive the transition to appropriate care and make it tangible. The transition starts, as it were, by thinking big and acting small. Quality initiatives are the basic recipe for this new way of working.Find out more
2. Financially secure environment
Make new arrangements with healthcare insurers to create leeway for the transition
A fixed amount in revenue for at least a few years gives care institutions the assurance that their revenue won’t be jeopardised if production declines. They then have the time and leeway to curtail volume and make the transition possible. A fixed revenue also gives care insurers more certainty about expenditure going forward.Find out more
3. Long-range transition agenda
Inspire, draw up a transition agenda and organise the capacity to implement it
Designing appropriate care inevitably means implementing a long-range transition agenda. We cannot expect the entire organisation, with its many stakeholders – including the board, doctors, support staff, insurers and partners in the care chain – to transform itself from one day to the next. The transition requires governance and a structured programme to guide the overall process, ensure coordination at the right levels, and monitor and manage progress.Find out more
4. Turn volume reduction into cost saving
A challenge — but also a public duty
At Strategy&, we believe that volume reduction and lower costs should go hand in hand. In the real world, we have noticed that variable costs and the targeted reduction of staffing costs offer the greatest potential. Active steps must therefore be taken to reduce overcapacity. But how does that work in practice?
5. One organisational model, four care models
A new perspective supports quality and cost management
Strategy& has developed a new perspective on hospital organisations, one aligned with the three main activities of care professionals, i.e. advising, treating and supervising. We have divided these three activities across four care models: Diagnosis & Needs Assessment, where the focus is on advising patients; Intervention Care Centres, where the emphasis is on treatment; Chronic Care, which is largely about supervising patients; and finally Acute Care, which stresses advising and treating patients in an acute setting.
6. Future-proof funding of care
Align reimbursement with meaningful healthcare principles
Strategy& has joined forces with health insurers, care institutions, medical specialist firms and specialists to develop new funding models. They encourage behaviour that supports appropriate care and distribute the costs and benefits more fairly between all the relevant parties.
7. The future of appropriate healthcare
Scaling up principles and initiatives throughout the Netherlands
We’ve provided the first evidence that appropriate care works. We can and indeed must improve care and make it more affordable, given the demands of society. Where is all of this taking us? What does it mean for the future of the healthcare sector and for the role of hospitals, insurers, patients and primary care professionals?