Better care at lower social costs
New innovations, new technology, new treatments. A lot of new ideas, and thus a lot of opportunities. At the same time, there is a range of challenges to face: limited budgets, a tight labour market, an ageing population, political developments, an increase in chronic diseases, changing and more complex care demands, more active participation and personal control of patients, plus an increase in healthcare costs. So how will good, accessible and affordable care continue to remain possible? And how do you contribute to the sustainable future of our healthcare?
Together with you, we work on future-proof healthcare in which quality improvement is key. In co-creation with the government, local (private) organisations and the pharmaceutical and life sciences sector, we develop workable solutions for the challenges of today and tomorrow. We focus on social transformation projects that have a relevant impact on the lives of patients and citizens. Cross-domain collaboration (de-compartmentalisation), better use of our labour market potential, attention to the social determinants of healthcare and control of healthcare costs are crucial in this respect. We also support organisations with customised digital applications and provide advice from strategy to execution.
Our professionals share an absolute passion for the health sector and therefore choose to work in healthcare because they want to make a difference in an area that is really important to them! In addition to our ambition, we also share our expertise in the public policy debate.
At PwC, our 'Quality as a medicine' approach focuses on three key themes: Network transformation, Digitalisation and the Future of Work to achieve breakthroughs that are essential for better, personalised care.
It is not the treatment of disorders that comes first, but the individual and its quality of life. In our work for and together with healthcare organisations, governments and financiers, we have shown that unnecessary treatments and organisational efforts can be prevented, hence the quality of care improves, social costs decrease and employees are more satisfied.
What starts with small initiatives in the workplace quickly results in a fundamental change in thinking and acting of healthcare organisations and their networks. It also requires new ways of financing, deployment of employees, supervision, training, cooperation with informal networks, organisation and the implementation of new technology. Transforming these networks within healthcare is not an easy task, but it is the only way to keep healthcare innovative, accessible and affordable.
Healthcare digitalisation is about using technology, data and analytics to help healthcare providers, organisations and patients face tomorrow's challenges with confidence today, including those due to the pandemic. Covid-19 has accelerated this transformation and the following questions are more relevant than ever. How can healthcare organisations use technology to innovate their services and create social value at lower cost? Together we create practical innovations that transform healthcare for the future. From determining your digital strategy, implementing innovative digital applications, transforming your patient details, data analysis up to and including cybersecurity. We also pay explicit attention to the adoption of advanced technological possibilities, such as artificial intelligence.
Not only technology and its feasibility is important. Just as relevant is understanding the business side so that added value is realised for patients and organisations. In our BXT model we put all these factors, businesses, experiences and technology, into perspective for optimal results.
The ways of working change radically, and due to the COVID-19 crisis even faster. The new normal changes work, organisations, services, expectations and, above all, technology. It is also no longer a question if and when your workforce transforms. It's already happening. The availability of smart and thoughtful technology is a key driver of this change. So is the call for more diversity and equality and the need to create a different work-life balance. Labour relations are becoming more flexible, because we work longer and jobs change, we must continue to develop.
Is your organisation agile enough to respond to the rapidly changing world of the 1.5m economy, the new normal and modern HR? Do your employees have the right competencies and how do you (permanently) cope with the increasing pressure on staff capacity in healthcare? We can help you to set up the digital workplace for your professionals and your healthcare environment safely and virtually.
Organisations are evolving and through technology they are constantly changing - as a result of the COVID-19 crisis perhaps now more than ever. This also applies to organisations in the healthcare sector. Some of the challenges the sector is facing includes shortage on the labour market and the provision of optimal supply chain care. Is your patient data well protected and securely exchanged? Are you ready for the future? We work together with organisations in the healthcare sector to meet the challenges posed by digitalisation. Our starting point is that we aim better quality healthcare at lower social costs.
Labour promotes the recovery of mental health clients. In practice, however, the gap between social services and mental health organisations is often large. Municipalities have relatively little knowledge about mental health and psychological vulnerability. Conversely, mental health organisations are not very familiar with the support instruments of the Dutch Participation Act and the opportunities on the labour market for their clients. In the Drechtsteden region, PwC has supervised a successful programme to improve cooperation between the two organisations, with the aim of placing mental health clients at regular employers. Clients who have been successfully placed consume 50% less care and receive full benefits.
Years of anthropological research into the world of people with dementia and their families shows that the psycho/social domain is often underexposed in treatment and counselling. In the Social Trials supported by the VWS Langer Thuis programme, PwC, in collaboration with Tao of Care, is helping 8 regions to work towards new national standards for people with dementia and their families. Developing and initiating practical initiatives from the Social Approach to Dementia (Anne-Mei The), adapting the network management and funding, and monitoring and evaluating the process, quality and costs demonstrate the success of the approach. The involvement of our network to stakeholders (municipalities, care providers, health insurance companies, care offices, etc.) in the regions is essential to enable network transformation and budget shift from the common goal of improving quality of life, making better use of labour market potential, postponing admission to nursing homes and reducing care consumption.
After several mergers and a growth in size, a disability care organisation needed more connection between the different department units, between professionals and client groups and between professionals themselves. In order to be able to continue providing high-quality care in the future, PwC was asked to set a clear strategic course for the next five years. During this process, we looked at the identity of the organisation, the requirements of clients, relatives, employees and other internal and external stakeholders, and how the organisation can anticipate external trends and challenges. PwC produced a strategy document and vision (including quantitative analyses) in which clear strategic lines are described and what these mean for clients (from the perspective of personas and their client journey), employees and the organisation. Throughout the entire strategy process, PwC worked extensively with groups of employees from within the organisation.
Institutions and government agencies often communicate in a way that is not understood by everyone. This makes it more difficult for vulnerable groups to participate in society and as a result costs will increase. An organisation responsible for mental disability has devised a digital solution to this problem that helps authorities and government agencies to make their language understandable to as many people as possible, including people with a mild intellectual disability or limited linguistic skills. The organisation asked PwC to help convert the concept into a successful platform with broad funding. We used the Lean Start-up approach, which focuses on design thinking and agile methodology. We focused on increasing the independence of the target group, user-friendliness of the platform, integration of the platform within the communication processes of institutions and government agencies, and identification of valuable functionalities within the platform.
A group of care organisations (combination of hospitals and long-term care) observed a fragmentation in the organisation and information of patient care. This is an undesirable situation from a quality and cost perspective. They asked PwC to contribute to the strategy development and to formulate the business case for formalising and implementing a partnership with which they would facilitate the management and care needs of clients with the support of a digital platform. The platform focuses on a broad group of vulnerable multimorbid clients and builds a bridge between the various chain partners by offering, amongst other things, remote triage, coordinated early warning, client monitoring and remote support of care providers. Within the project, PwC was responsible for developing initiatives with healthcare professionals; examples include formulating business cases, organising inspiration sessions on technological possibilities, connecting different organisations and working methods, formulating a programme of requirements for technological suppliers, supporting the supplier's decision-making process and prioritising initiatives and formulating a roadmap for implementation.
An elderly care institution faced challenges around the strategic deployment of staff. They observed a changing client population, more complex demands for care, an aging workforce, staff turnover and labour shortages, and the large proportion of (expensive) self-employed people who have to be deployed to meet the daily demand for care. To this end, they have asked PwC to provide insight into the development of the workforce over the next five years and the development of scenarios. Based on the findings, including a high outflow among employees, low internal mobility, low percentage of full-time contracts - especially among young employees - and low utilisation of the internal labour market, PwC succeeded in defining a new staff planning stategy.
Physicians have a large number of different therapies available for treating multiple sclerosis (MS). As a result, they therefore often start with the most commonly used therapy. If the symptoms worsen, then they try the next one. The aim is to stabilise the progress of the disease. Physicians need information and experience from others working in the field so that they no longer base their choice of therapy solely on their own judgment. Patients also want a second opinion. They want to start immediately with the treatment that will be most effective.
A database of treatments for thousands of MS patients has led to an initial version of the PHREND predictive model. PHREND stands for Predictive Healthcare with Real-world Evidence for Neurological Disorders. In consultation with the patient, physicians can use this model to select the most appropriate therapy.