Family Health through Prevention
Interview with Dr. Dirk Gramsch, Managing Director of Ostsee-Kurklinik Fischland GmbH
The Ostsee-Kurklinik Fischland GmbH in Wustrow has been a major player in mother-father-child preventive care for over 25 years. Under the leadership of Dr. Dirk Gramsch, the private institution annually cares for up to 3,900 patients including their accompanying persons. In the interview, the managing director describes the dynamic development since 1998, the special role of prevention in society, and the importance of sustainability, digitalization, and committed employees.
The foundation stone for Ostsee-Kurklinik Fischland GmbH was laid in 1997, and it officially opened in June 1998 – amidst a period of profound health reform that significantly altered the rehabilitation landscape. From the beginning, the clinic adopted a special model: fixed arrival and departure days and a stay duration of 21 days. This creates stable group cohorts, promoting synergies and making therapies more effective. With 97 apartments and a consistent occupancy of 3,800 to 3,900 patients annually, the facility is a major player in the niche market for parent-child health prevention. Prevention has always been the foundation, while rehabilitation measures play a supplementary role. The legislature strengthened this area in 2007, when parent-child cures became mandatory health insurance benefits – since then, this ensures consistently high utilization and constant processes. Dirk Gramsch emphasizes: "We can take preventive measures on eating and social behaviors, thus laying the foundations for healthy development." Especially in times when families are burdened by stress, pandemic experiences, or social uncertainties, he sees this as a task of great significance. The experiences of the past five years have also significantly raised awareness of hygiene – corresponding standards and training have been permanently established in the facility.
Structure, Services, and Mission Statement
The Baltic Sea Clinic Fischland is organized under private management - a model that allows for short decision-making paths. "We can initiate investments quickly and react flexibly without lengthy coordination processes," explains the managing director. The facility is supported by two pillars: prevention and rehabilitation, with prevention clearly taking precedence. The mother-father-child area is not only central in the clinic but is also a major issue for the federal and state governments. The mission statement is to restore and maintain health, supported by modern diagnostics and technology, psychological support, stress management, relaxation programs, and physical activity. The location right on the beach, the adjacent spa forest, and the large swimming pool create ideal conditions for a variety of therapies. Social engagement is also important: the clinic participates in associations and raises awareness among politicians and the public about the relevance of preventive programs. "This is not about vacation, but about evaluated results that significantly strengthen families," emphasizes Dirk Gramsch.
Employees and Digitalization as Success Factors
About 120 employees form the core of the institution. Many have been with the institution since its opening and significantly contribute to its good reputation with continuity, competence, and motivation. An operational health management system with 1.5 permanent staff members takes care of the well-being of the employees. This is complemented by personal conversations, anniversaries, joint celebrations, goodies such as fuel vouchers or a subsidized lunch. "The technical equipment hardly distinguishes us from other clinics - the difference is made by our employees," says the CEO. Digitalization has also advanced significantly. In addition to digital patient records and electronic communication with payers, the clinic has two fiber optic connections, one of which is reserved exclusively for patient Wi-Fi. A dedicated patient app supports families before and during their stay with meal plans, event information, and group chats. This provides modern services to young families that complement therapies and enable exchange. The clinic also actively presents itself as an employer on social media.
Sustainability, Innovation, and Outlook
The clinic pursues a clear sustainability strategy: In 2022, 3,000 oak and elm trees were planted, compensating for about 10% of its own CO2 emissions - an action that will be repeated in November this year. Photovoltaic panels and a combined heat and power plant largely cover the high energy demand from its own production. These steps are particularly well received by young families. At the same time, the institution invests in innovation. The concept works but is continuously developed: future efforts will address the psychosocial burdens of families more strongly, employees will be specifically trained and motivated, and the spa forest will be used more intensively for therapeutic purposes. The economic conditions remain challenging: price increases in energy and food cannot be passed on to health insurance companies. Nevertheless, the clinic focuses on continuous modernization. At the turn of the year, the facility is traditionally closed briefly to carry out renovations and remodelling. The end of the year is marked by a large Christmas party for all employees, before the team starts the new year with renewed strength. Investments are also planned for 2026 - such as in soundproof ceilings and other measures - to then take off. Dirk Gramsch concludes: "The mistake of saving on prevention offers must not be made. They are an investment in the future of our society." With this self-understanding, the clinic looks forward to its 30th anniversary and further years of successful family work.