Care network within primary, secondary and third-line care
Second- and third-line care consists of all care providers for whom a referral is required. These are, for example, the specialists in a hospital, clinic, etc. Third-line care consists of specialist care provided in various institutions, including nursing homes, care for the disabled, rehabilitation, mental health care and academic hospitals.
The organization of business activities of healthcare institutions, hospitals and clinics is extensive. These healthcare providers use many healthcare processes that direct employees to provide care to patients/clients. A wide range of IT systems support the care processes.
Increasing administrative effort
Perhaps more urgent than in primary care is the increase in administrative efforts and burdens for secondary and third-line care. This is caused by new legislation, but also by the aging of healthcare staff and by participating patients/clients. The increase in administrative efforts among employees is often a reason to examine the IT systems that support the business processes.
Take care of staff
What all care providers in second and third line care also struggle with is the pressure on care caused by staff shortages and a very high absenteeism due to illness. This issue has come under a magnifying glass during the COVID pandemic, forcing drivers to feel compelled to take appropriate measures.
Keeping the personnel budget manageable and regaining control of HR activities is a major challenge in second and third line care.
Catching up on personal data protection
In terms of the implementation of the European General Data Protection Regulation (GDPR), many organizations in second and third line healthcare still have to catch up or make improvements. Employee awareness of data protection is low and necessary technical and organizational measures are often lacking. The protection of trade secrets is usually not yet thought about. The need to put the protection of personal data and trade secrets on the agenda is recognized by an increasing number of directors and managers in second/ and third-line care.
Demonstrably comply with legislation
Complying with the (Dutch) WGBO, GDPR and (Dutch) Wabvpz requires a digital transformation of the data processing of healthcare institutions: from an application-centric to a data-centric business management; or from organizational to person-centric data processing as is central to MedMij. This transformation is necessary to be able to function effectively and cost-efficiently in a regional ecosystem with other healthcare providers such as practice owners and hospitals where the person is the point of integration. An effectively organized legal operation is:
- a necessary condition to comply with legal and contractual requirements;
- necessary for realizing a strategy of person-centric data processing; and
- necessary for the more effective organization of business activities.
We help healthcare providers in second and third line healthcare build an effectively organized corporate legal function with the smart contracting application on the MYOBI trust network.
Healthcare institutions have asked us to develop and manage a contract portfolio specifically for second- and third-line healthcare. Not only processor and data exchange agreements but also other agreements concluded in the second and third line care should be included in the contract portfolio.
Under the supervision of the Contract Board, we have built up and managed a care-specific contract portfolio with the help of healthcare institutions (project portfolio for second- and third-line healthcare). The portfolio consists of various agreements for the various business activities, including associated scenarios. This portfolio grows as we receive more input from healthcare institutions in second and third-line healthcare.
The effective and cost-efficient organization of legal operations was also a request from the clients. By using the smart contracting application with the contract portfolio for second and third-line care on the MYOBI Trust Network, we organize an effective legal operations in collaboration with the institution. Important steps are:
- Provide insight into the formal legal structure of entities (foundations, BV or joint ventures). We have developed the reputation management application for this purpose, with which the reputation manager can manage desired organizational structures with the help of company and personal data from authentic source holders such as the Chamber of Commerce. In this way we name the roles and the organization can link roles to contract processes and employees. This makes smart contracting available to the primary care processes, personnel administration and purchasing departments.
- On request, we make the contract portfolio for second-third-line healthcare company-specific. In collaboration with department management, we develop new contract and scenario items based on existing contracts and processes. The company-specific portfolio remains linked to underlying legislation and is tailor-made for the institution.
- Building up the corporate legal function step by step requires the employees to have change skills that can be filled with knowledge. The institution can deploy awareness and training programs to support knowledge and change management.
- Getting legal operations operational requires an implementation plan with clear goals and milestones. Sometimes it is appropriate for one of our professionals to act as project leader for the implementation and investment of legal operation in the organization.
- We are asked to remain involved in the legal operation “on demand”. It also happens that an institution wishes to outsource parts or roles of legal operation. We are happy to find a suitable solution.
Operationally, the institution concludes agreements with partners. The negotiation process and the documents exchanged authenticate and deposit MYOBI in its notary role. This means that the agreements made are enforceable.
The important advantages:
- Always available on current agreements;
- Attention is drawn to the consequences of legislative changes and jurisprudence on the contract portfolio and contracts already concluded;
- Overview and insight into all obligations and all rights;
- Smart contracting supports complex contract processes;
- Pre-contact phase is recorded; contract files are in order;
- Management information provides insight into the productivity of the decentralized legal operation;
- Central/decentralized organization of contract management network; and
- Smart contracting is not only effective but also cost-efficient and quick to use.
If necessary, a lawyer or legal professionals can be called in when contracting. After the parties have signed the agreements, the contract management starts. Documents and scenarios are also included in the portfolio for this. We sometimes receive a request to play a role in contract management.
It is a necessary precondition that an institution knows its partners (patients/clients, internal and external employees, suppliers and cooperation partners). This mutual trust consists of the reliability of exchanged company and personal data and that the trust is based on explicit expectations. On behalf of MYOBI, we support users of the trust network in meeting the precondition.
Do you have questions or need an appointment?
We would be happy to make an appointment with you without obligation about the benefits of applying for legal operation.
We recognize that healthcare providers function in networks. Applying a network-specific contract portfolio for hiring and outsourcing employees or taking in residents makes the work processes simpler and more effective. We are happy to discuss a network approach with you in regional partnerships or clusters.