Browsing Tag

Centene

Alberto de Rosa, Opinión

Sala Michael Neidorff

16 septiembre, 2022 • By

Puede resultar sorprendente, pero lo cierto es que este es el primer blog que escribo en 2022. Casi desde principios de año, hemos vivido meses muy intensos en el grupo sanitario Ribera. A los retos del sector sanitario y los efectos de la pandemia del Covid, que aún ha estado muy presente este año en nuestros hospitales, se sumó el fallecimiento de Michael Neidorff, presidente y consejero delegado de Centene Corporation, principal accionista de Ribera, el pasado 7 de abril. Unos meses antes, había anunciado su retirada por su delicado estado de salud.

Por eso, durante los meses previos y posteriores a este triste acontecimiento, preferí ser prudente, ya que emocional y profesionalmente, Michael Neidorff ha sido y siempre será parte de Ribera, por lo que ha significado su humanidad, carisma, fortaleza, clarividencia y apoyo en todos los proyectos y momentos que hemos compartido. Y en mi opinión, él vio en Ribera los valores y el espíritu que siempre transmitió a su propia compañía.

Michael Neidorff no solo fue el consejero delegado y presidente de Centene Corporation, sino que fundó la empresa, empezó facturando 40 millones de dólares y la dejó con 130.000 millones de dólares de facturación, situándola como una de las 25 empresas más importantes de Estados Unidos.

Su visión social de la Sanidad, su capacidad de trabajo y liderazgo, los proyectos sociales que impulsó y su implicación personal en la apuesta por una atención sanitaria de calidad para todos (Medicaid, Medicare) son una inspiración para quienes dedicamos nuestra vida a la prevención y cuidado de la salud de la población. Siempre buscó el equilibrio entre la gestión, la singularidad de una actividad como la atención sanitaria de la población y el compromiso e implicación de los profesionales. Puso en valor y priorizó en todo momento la vertiente humanística que debemos tener quienes nos dedicamos a la Sanidad, nuestra vocación de servicio público, compromiso social y pasión por este sector.

Michael era un visionario que entendió, visualizó y supo transmitir como nadie las claves de la Sanidad de la próxima década y que, como he señalado antes, siempre será un referente para mí. He sentido mucho su pérdida y me gustaría aprovechar esta primera entrada del año a mi blog para enviar a su mujer y su hijo un abrazo y un mensaje: Michael Neidorf siempre estará con nosotros, y su obra y su legado pervivirán como ejemplo de la Sanidad, dentro y fuera de los Estados Unidos.

En las oficinas centrales del grupo, todas las salas llevan el nombre de figuras destacadas de la Medicina, desde Ramón y Cajal a Marie Curie o Severo Ochoa, y hemos decidido nombrar la sala del Consejo de Ribera con el nombre de este gran hombre, Michael Neidorff, porque sabemos que su filosofía y visión sobre la Sanidad, así como su memoria nos inspirarán siempre.

Tras estos acontecimientos y los cambios en la dirección de Centene, se produjo, como bien es sabido, una redefinición de su estrategia y de proyectos. Hoy, el grupo Ribera ya no pertenece a Centene. Hemos crecido y aprendido mucho mutuamente, pero abrimos una nueva etapa. A finales de julio se hizo pública la compra de las acciones de la aseguradora americana por parte de Vivalto, tercer grupo sanitario privado francés, con quienes nos unen valores, visión y misión, además de una proximidad geográfica evidente. Empezamos un nuevo camino, con mucha experiencia y conocimiento en nuestros más de 7.000 profesionales del grupo, gran ilusión y muchos proyectos en los que el papel de estos profesionales va a ser aún más importante en esta era pospandemia.

Si sigues este blog, habrás visto seguro la importancia que siempre hemos dado al rol de los profesionales en nuestra organización. El liderazgo clínico ha sido clave siempre en nuestro modelo de salud responsable, pero, sin duda, también ha sido una de las claves para superar con éxito los momentos más duros de esta pandemia, junto con la anticipación, la flexibilidad en la gestión y la rápida capacidad de adaptación. Además, si conoces al nuevo accionista de Ribera, Vivalto Santé, sabrás que una parte de su capital está en manos de profesionales vinculados al proyecto. Así de importante es el papel que nuestro nuevo accionista les confiere. Este es el espíritu. Y con tantos valores, principios y prioridades compartidas, estoy convencido de que vamos a hacer grandes cosas juntos.

Y termino ya. Iniciamos un nuevo curso que se anticipa apasionante y con grandes retos, como nación y como sector. En las próximas entradas a este blog intentaré seguir exponiendo mi análisis y visión sobre las tendencias y desafíos que nos esperan. Solo os avanzo que, con trabajo, ilusión y compromiso, estoy seguro de que avanzaremos en este gran proyecto de salud responsable del grupo Ribera.

English

A new opportunity

1 julio, 2020 • By

We have been talking about this for many years. The post-COVID-19 reality means that it is now more necessary than ever to undergo reformations in the Health sector that will allow the system to be more flexible and provide it with the tools necessary to face health care crisis such as that we have just experienced. However, most researchers agree upon the fact that COVID-19 has been the first pandemic of the 21st century, but it will not be the last. First of all, we need to be prepared to coexist with this virus, at least until a vaccine is available on the market.

The great axes around which an urgent restructuring of the healthy system must pivot are, in my opinion: an increased Health budget, with total transparency; the introduction of reformations in the management of human resources and implementation of new organisational models, where digitalisation plays an essential role; the overcoming of barriers between levels of care, with greater integration in the social space; and the necessary involvement and collaboration of all resources in the system, both public and private.

Any type of reformation necessarily involves flexibilisation of the health system, the rigidity of which has been causing a lack of efficiency and loss of quality with regards to citizen care for decades. At a time when it is more important than ever to contribute, innovate and position ourselves one step ahead of any health care crisis that may threaten the population, the institutions must be brave and make effective decisions.

I have spoken about the necessary increase for the Health budget, of course, always from absolute transparency, prioritising resources and specifying items. But perhaps the most urgent challenge for a health system such as the Spanish one is the necessary reformation of the management of human resources, where, in my opinion, it would be advisable to redefine the legal framework in order to permit a more modern management of human resources and to introduce variable remuneration models and bonuses, in order to recognise the value provided by professionals at all times.

In the same way as the citizens have new needs with regards to the care for their well-being, I believe that it is essential to restructure the current medical specialties and to make decisions that permit an increase in the number of certain disciplines in order to adapt the offer to the demand for care. Spain is currently generating a large number of specialists that, as a consequence of the technological advances or the demographic profile of the citizens, are no longer necessary in these quantities. Even so, there is a lack of specialists in modalities where jobs for Resident Medical Interns (RMI) are not anticipated. This situation generates imbalances, rigidity in the system, low performance and, most importantly, a decrease in quality and care for citizens. Because if there is a lack of specialists, the waiting lists grow longer.

This COVID-19 crisis will imply an acceleration in the digital transformation process. It is fundamental to implement new organisational models to consolidate the general focus on digitalisation both for health care (with predictive models and online and offline care, useful healthcare websites, direct communication between the patient and their physician, promotion of home care and remote medicine, etc.) and for managing medicines (integrate complements for pharmacists in the care circuit, guarantee online prescriptions and a medicine cooperative, among others).

Another aspect to be learned from this health care crisis is that we must progress the citizen’s perspective as the protagonist of our system and overcome all barriers between the levels of care: primary care, hospital, nursing homes and specialised services. It is essential that we strengthen primary care, guarantee human resources and materials in order to offer personalised, approachable and quality care for our citizens.

It is urgent, after the devastating effect that COVID-19 has had on nursing homes, to reconsider the creation of a single socio-healthcare space in order to break the duality between Health and Social Well-being. Nursing homes must be added to the work areas that are currently integrated to the health departments.

Throughout this transformation, we must avail of all of the agents in the system, both public and private, because if there is something else that we’ve learned from this pandemic it’s that without working together and collaborating, it would have been much more difficult to provide an effective and quality response to our citizens.

I would like to dedicate this article to all of those who have lost their lives as a result of this pandemic.

(This article was published in New Medical Economics on 1sth July 2020)

English

Let’s build from a place of unity

8 abril, 2020 • By

When we celebrated the start of a new decade a little over three months ago, no one could have imagined that the 21st-century’s first pandemic was knocking on the door. It was a moment when we all wished each other health and happiness for the coming year. Health, what a beautiful word. Today we’re fighting against an enemy that is both invisible and brutal, evidenced by the deaths of tens of thousands worldwide. 

Our society has once again risen to the occasion. I believe that the people across Spain and in our Community of Valencia have given the very best of themselves. The responsibility, unity, generosity, solidarity and spirit of sacrifice of each and every one of us during this crisis and lockdown is far beyond what we could have imagined just a month ago. 

As the head of a healthcare group, Ribera Salud, I’ve had the opportunity to be on the front line of our defence. I’ve been honoured to lead an extraordinary team of professionals (physicians, nurses, assistants, technicians, administrators, guards, maintenance staff, cleaners and more) in Galicia, Madrid, Extremadura and the Community of Valencia, who have served as an incredible example of what this extraordinary profession is all about with dedication, passion, professionalism and efficiency. They have once again proved that we are an organisation of people who take care of people. And I would like to express my deep pride and appreciation for them all. 

María José, one of the amazing cleaners at our hospitals, assured us the other day that she is working «more and better than ever, because this is also my hospital and I want to help put an end to this situation». And Cuca, an administrator at the cancer outpatient centre, told us that she didn’t want to take time off because «we’re a big family and our patients need us right now». Emergency physician Ángel said he felt appreciated by the citizens because, «they don’t discriminate professionals by the type of hospital in which they work, despite the efforts of some politicians”. They insist they’re not special, but their values are an example for us all. There you have it.

I would also like to thank the overwhelming demonstrations of kindness and solidarity from individuals, groups and companies who are helping to make this situation more bearable with their donations and displays of support for professionals. And, of course, the security forces for their impressive public service efforts, whatever the job they are assigned. We also try to stay in close contact with both local and regional institutions to keep them up to date with the evolution of the crisis. Because information and transparency are the cornerstones of teamwork.

Now is the time to start looking to the future and prepare to face a new reality. The damage this pandemic will have on public services, social habits, and the economy will be severe. And once again, how long it takes to get through it is up to us. We need to put an end to divisive debates and to encourage all those things that unite us. This pandemic knows no borders, social classes, or political ideologies. And questioning globalisation and advocating for archaic nationalism is misguided, because the virus has also taught us that this fight requires a global response.

It is tempting to offer simple, populist responses to complex scenarios, but that would be wrong. When it comes to healthcare, I hear confrontational messages about public vs, private, when the response to the crisis would have been a complete disaster without the collaboration between both sectors. Simply impossible. 

When it comes to the economy, I hear criticism of people like Amancio Ortega and Juan Roig, when they’ve served as examples of commitment and generosity and stand as true social leaders. Meanwhile, in politics, different leaders make decisions based on what they think will best serve their position in the short term. 

And that’s not what the virus is about. It’s about changing our priorities and social values. About seeking consensus and compromise, joining forces. About generosity, listening, being thankful. Ultimately, it’s a lesson in humility. Our political leaders have the opportunity to take on this challenge with all the power and vision of the State. I don’t know if they will. But I would ask them to keep in mind the elderly who have died in nursing homes when they make their decisions, because they were not given the priority care they deserved. And the overwhelming number of professionals infected because the government failed to provide enough PPE. Professionals who went to work every day, despite their fears, to fight for all of us. Which is why I’d like to take this opportunity to thank the team at the Ribera Salud purchasing department for their dedication and efficiency in helping to prevent the spread of the virus among our professionals. 

Let’s hope that all those responsible for moving our nation forward will live up to the example set by the country’s citizens. 

(This article was published in the newspaper Levante-EMV on 7th April 2020)

English

Generosity and a call to service: committed young people

31 marzo, 2020 • By

All the professionals at Ribera Salud Group are doing their best during this crisis caused by the COVID19 global pandemic. We’re an organisation of people who serve people, and over these past few weeks our staff has proved that it always takes the extra step to ensure the best possible care for those who need it. Words like involvement, calling, commitment, dedication, and determination fall short when it comes to describing the excellent work the team is doing. From physicians, nurses, assistants, technicians, and caretakers to admission, systems, administration, and cleaning personnel, there are always volunteers to cover shifts, help colleagues, keep our centres running at full capacity and, furthermore, to collaborate with the different initiatives we’ve implemented to make our patients’ stay as humane as possible, helping them feel as supported as possible in the solitude of isolation that this virus imposes.

So, in addition to the pride I feel in representing such a committed and passionate team of professionals, today I want to highlight the involvement, courage and solidarity of a group of nine students from the Nursing School at Povisa Hospital in Vigo, who have volunteered to work for the next two months as senior technicians in the country’s hotspot: the Community of Madrid. Despite being in their final year of school, this co-ed group (8 women and 1 man) wants to switch their focus to helping others and put everything they learned at the service of a society that needs them. Not only that, they face this challenge with enthusiasm, even with a sense of happiness for the opportunity to lend a helping hand. 

I’ve always been convinced that Spanish youth is much more than some would like to convey. And, without a doubt, this group of nursing students from Povisa are an example not only for other young people, but for society as a whole. I’d like to take this opportunity to express my deepest appreciation for the enthusiasm with which you all have offered to work on the front line during such difficult and complex times. Because your decision is one of sacrifice and effort. Most are leaving Vigo (one is leaving the Canary Islands, where she lives, although she is completing her studies at Povisa) for Madrid, leaving their families and the comfort of their homes to work in a region that is suffering greatly from the harshest consequences of this global health crisis.

When Ribera Salud acquired Povisa, we knew that we were adding an iconic health project to the Group, a team of highly implicated and magnificent professionals, which also has an enormous asset: its Nursing School. We believed that this training centre was a value that should be preserved and promoted. And this group of student volunteers unquestionably proves that we were right.

The decision these young people have made to go to Madrid to work in the heart of the fight against the pandemic is news that has truly touched me. Because they represent, even before graduating, one of Ribera Salud’s core values: commitment. Because our organisation is committed to the professionals of today and tomorrow, to the health of our patients, to humane treatment, to closeness and involvement with the people we serve, to technology and to the quality of care we offer. And these young people represent the humanistic spirit, the vocation for service and the value of the commitment that Ribera Salud defends and conveys internally and with our patients. 

Not only that, but their sacrifice has special merit because they have taken the extra step in one of the most difficult moments in the recent history of our Healthcare system. And this is something that must be applauded, both as a health professional and as a citizen.

As I conclude, it’s worth mentioning that one of the lessons we are undoubtedly learning from this crisis is that the pride we feel for our Healthcare is not intangible, nor a generic name. Our Healthcare wouldn’t exist without the professionals who work for the Spanish healthcare system. Yes. We have the best healthcare professionals in the world. And the students from Povisa prove that this vocation for service lives on. That’s why we applaud our healthcare professionals every day. They’re our most precious and cherished asset.

English

The value of the local sphere

23 marzo, 2020 • By

It’s been one week since the government announced a state of alarm, and citizens and organisations are still struggling to adapt to these exceptional circumstances. We are all writing a line in the Story of managing this global pandemic, the first of the 21st century.

Every citizen plays their part in this situation: health professionals, pharmacists and researchers on front lines in the battle against the coronavirus; workers in basic services such as cleaning, transport, food and the security forces who help make sure that life doesn’t come to a complete halt. And our governments, each in their own area. The Central Government is trying to unify policies, collect daily information on the number of cases and give instructions and recommendations of a general nature, while regional governments, responsible for healthcare management in each territory, feed this chain of information, apply criteria coming from above and take the necessary decisions, transmitting them to the various healthcare management bodies.

I have no doubt that we’re all working along the same lines, towards maximum collaboration between institutions, with the belief that we will all win this battle together.

However, I believe that there is one player fundamental to this crisis, because of its importance as an agent of the health system and its closeness to citizens. I’m talking about city and town councils. In situations like this, the importance of municipal social services and their contact with the elderly and the most vulnerable groups at risk of exclusion, or the local police, essential to guaranteeing social isolation, is a reality that we should value at a time of maximum social tension, due to the circumstances we are facing and those that are still to come. 

And let’s not just think about the councils in big cities. The smaller the population, the more important the role of the local government due to its direct contact with citizens; they turn to it to raise doubts and concerns, and request services. These smaller municipalities often don’t have the possibility of using teleworking, which is why these public servants are also heroes during the crisis. 

At Ribera Salud we have always thought that one of our main missions as those responsible for our citizens’ healthcare is to work hand in hand with the community we serve. And to do so, there is no better formula than being fully integrated into the life of said community. We mutually support each other.

Regarding this, I am very proud as, right at the start of this health crisis, we launched an initiative to improve direct communication with local councils and to intensify coordination among all personnel. The heads of health departments managed by Ribera Salud have already held their first meetings with the mayors of all the municipalities in their areas via video conferencing. Councils as diverse as Torrevieja, Pilar de la Horadada, Orihuela, Elche, Aspe, Crevillente, Torrejón, Daganzo, and Ajalvir, among others, have participated in these coordination calls. And I would like to thank all the participating mayors for their commitment, enthusiasm and collaboration, as well as the enormous support they’ve given us over these past few days.

In these meetings, I can see four principles that I consider fundamental to healthcare management in the 21st century:

– Communication between all the institutions, with the objective of always having an open channel for a quick response to an occurrence.

– Transparency in explaining why decisions were made and receiving any suggestions that could help us improve and adapt to a constantly changing scenario.

– Proximity, as local administrations and health departments have a higher degree of contact with citizens and are a very good source for attending to doubts and transmitting suggestions.

– Coordination, because I think it is highly important that local police know the strategies of hospitals or how primary care is working first-hand, and that social services know they can receive training and information to do their job with maximum safety guarantees.

We’re all one. Each of Spain’s 8,131 city and town councils aims to work towards the general interest. For Ribera Salud, the importance of being integrated into the community where we serve goes beyond words. With these meetings we demonstrate the value of the local sphere in the global strategies of any institution or organisation through a very concrete action. Every link in the chain is important and we will continue to work along these lines. Now and forever.