The questions about an optimized range of services and the alignment of individual locations and specialist departments are always present. Recognize opportunities, minimize risks – we work for you according to this motto.
German hospitals are doing much worse than they were 5 years ago. What’s behind this? Rising costs and falling revenues are only part of the problem. Basically, we have large capacities in Germany with just under 600 beds per 100,000 inhabitants. In a country comparison, there are nations that manage with lower capacities. Politicians translated this a few years ago with the result that we need fewer hospitals to be able to guarantee inpatient care. The resulting financing system, or DRG system, is volume-sensitive.
However, hospitals are based first and foremost on a “holding service,” which means that services still have to be available and financed before the patient needs them. Medical progress has now made it possible to offer many services on an outpatient basis. Inpatient case numbers are shrinking and case mix is declining nationwide. The consequence – the number of hospitals in need of redevelopment has increased.
Remediation does not immediately mean liquidation. First, turnaround means “making healthy.” The first step is to secure sufficient liquidity and equity and create transparency for hospital management. Depending on the situation, conversion into an integrated health center (IGZ) or a medical care center (MVZ) may be the necessary step. And if necessary, we also take care of insolvencies with or without continuation. However, this is the last resort for us, and only has to be taken if no other measure is effective due to a lack of liquidity or equity.
In our collaboration, the goal is not a quick turnaround, but a long-term strategic realignment of your hospital. We want to get the heart of the hospital beating again.
For redevelopment projects, our approach follows your requirements. We prioritize according to urgency and importance, thus creating a sensible and structured approach.
In a joint kick-off, we concretize the objective and clarify the approach to the project. You provide us with the most important key figures from your company so that we can carry out a data analysis and, above all, a liquidity planning. It is also necessary to clarify the question of the client. Is this the management or the chairman of the supervisory board?
Once the assignment has been clarified and it is clear that we are talking about a stabilization or restructuring project, we move on to the analysis. This is followed by a structured conception phase. If required, we can also provide expert opinions in accordance with the standards of the Institute of Auditors for Banks in order to meet specific financing requirements.
If desired, we can accompany the implementation phase with consulting services or also within the framework of a management mandate. In the event of closure, we are also an important source of support for staff, for example, in the event of a transfer of operations. Here, our experts proceed very discreetly and with a great deal of tact.
Meeting the demands of professional hospital management requires important core competencies and deep insights into the market as a whole as well as into individual departments. Since Oberender AG is entrusted with the management of hospitals throughout Germany, we know the implementation probabilities and know exactly which concepts not only sound good on paper but are actually feasible. Further experts, our own databases and a deep knowledge of the structures in the hospital market are of course part of our cooperation.
Through our management mandates, we have a deep insight into hospital structures and work closely with the respective hospital owners – whether municipal, non-profit or private.
The Oberender Research Institute collects, analyzes and validates data from our projects and mandates. This results in studies on individual issues.
Our teams of experts work closely together to incorporate specific know-how into the project. Our human resources unit, for example, is often involved.
With our expertise, we won’t give you pretty pictures, but strategies that can be implemented to make your hospital fit for the future.
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