Custom software for the reporting duties under the Wkkgz
The three-working-day period does not start at the incident but at the moment you establish that it is a calamity. That sounds like room to manoeuvre, but it is a trap, because almost nobody records that moment of establishment. Without it you cannot demonstrate afterwards that you acted in time, and if the wrong moment is chosen, you have not.
Three notifications, three moments
The Wkkgz requires care providers to report three types of event to the Health and Youth Care Inspectorate. A calamity must be reported without delay, which means within three working days of establishing that it is a calamity. Violence in the care relationship must likewise be reported within three working days of establishment, and this also covers violence between clients. And the dismissal or departure of a care worker due to serious underperformance must be reported within three working days of that becoming clear.
Around this runs a second time limit that is often overlooked. If you do not yet know whether something is a complication, an incident or a calamity, you have six weeks from discovery to investigate it. Those six weeks do not postpone the reporting obligation; they are the period in which you determine the moment of establishment from which the three-working-day period starts.
This is exactly where things go wrong. In almost every organisation, an incident is logged in a reporting system, discussed in a meeting, and at some point a decision is made that it is a calamity. That decision has a date, and that date is rarely recorded anywhere. When the inspectorate asks questions, the difference between on time and too late comes down to precisely that piece of information.
How we build this
The moment of establishment is the unit here. If it is recorded when and by whom it was decided that something is a calamity, every deadline follows from that.
Establishing that something is a calamity becomes an explicit step with a named person and a date, rather than an outcome of a meeting that ends up in minutes.
Six weeks to determine what it is, three working days from establishment to report it. These two do not run one after the other, and that needs to be visible.
Calamity, violence in the care relationship and dismissal due to underperformance each have their own route and their own stakeholders, even though the deadline is the same.
We take a notification from last year and check whether the moment of establishment can be traced. Whatever is missing there will also be missing when a real question arrives.
What the software actually does
Recording decision moments underpins everything; the notification itself is the outcome of that. Which components you need depends on your size and on what your reporting system already does.
Establishment as an explicit decision
Who established, and when, that something was a calamity, and on what grounds. That single piece of information determines whether you were in time, and it is the one thing that is currently almost nowhere kept.
Two deadlines monitored side by side
The six weeks to determine what it is and the three working days from establishment. The system shows both and warns before one expires, not after.
Three report types, each with its own route
Calamity, violence in the care relationship and dismissal due to serious underperformance. Each with its own stakeholders and follow-up steps, because they only resemble one another in their deadline.
Rationale retained for each decision
Why something was or was not classified as a calamity, who decided it and at what moment. In supervision, it is not the outcome that matters but the reasoning behind it.
From investigation to improvement measures
What follows from the investigation, who owns it and when it is completed. A calamity without visible follow-up weighs more heavily with the inspectorate than the calamity itself.
Connecting to your reporting system
Incidents arise in the system your employees already use. We connect to it via integrations instead of starting a second reporting stream.
Who we build for
The route from incident to notification differs greatly by type of care. Four situations.
Hospitals and institutions
You have a reporting system, a committee and a set route. The real bottleneck is not the report itself but the date on which the committee reached its judgement, because that date is recorded in the minutes. The report from the shop floor itself goes through the incident reporting app.
Long-term care and care for people with disabilities
Violence between clients also falls under the reporting obligation, and that is the category most often missed because no care professional is involved.
District nursing and outpatient care
The incident happens at someone's home, out of sight of any team. The finding is then made at a distance, and that is exactly why it matters that the moment is recorded somewhere.
Small practices and self-employed care providers
You have no committee and no quality officer, but the same obligation applies. The system here is lighter and monitoring the deadlines is all the more important, because nobody else will think about it. What happens after the report is handled in IGJ software.
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The IGJ periodically revises its approach to mandatory reports. Anything relating to routes and forms should therefore be configurable and stored per version.
Why Appfront
The clock starts at the finding
Not at the incident. We turn that finding into an explicit decision with a date, because otherwise your deadline cannot be defended afterwards.
Six weeks is investigation, not a delay
The period for establishing what it is sits alongside the reporting deadline, not before it. We show both clocks, so nobody thinks there are six weeks in which to report.
Your reporting system stays
Incidents arise where your employees already report. We connect to this via integrations; a second reporting stream produces fewer reports, not more.
This file is exceptionally sensitive
It contains patient data as well as data on the performance of staff. We tightly restrict access by role and log every inspection.
Security and privacy
This file brings together two kinds of sensitive data that rarely belong in one system: data about the patient in whose case something went wrong, and data about the performance of the staff involved. The second category touches the employment relationship and is not needed by most roles. We therefore separate them within the same file, show each role only what that role needs, and log every inspection.
On the evidence side the requirement is stricter than for an ordinary quality system. A finding moment that can be altered after the fact is not a finding moment; the deadline then shifts retrospectively and your entire account becomes worthless. We therefore record decisions in a tamper-proof way with time and person, and treat a correction as a visible correction rather than an edit. How we handle security ourselves is set out in our information security policy; reports from outside come in under our responsible disclosure policy.
Frequently asked questions about the Wkkgz reporting obligations
Without delay, which in practice means within three working days of establishing that the event is an incident. Note from when that period runs: from the finding, not from the incident itself. That makes recording the finding moment the most important piece of information in your file.
You have six weeks from discovery to investigate whether something is a complication, an incident or a calamity. That period runs alongside the reporting deadline, not before it: as soon as you establish that it is a calamity, the three-working-day deadline begins, even if the six weeks have not yet passed.
Besides calamities, this covers violence within the care relationship and the dismissal or departure of a care provider due to serious underperformance, both likewise within three working days. Violence between clients is also included; it is the category most often missed because no care provider is involved.
Within a few weeks of receipt, the Inspectorate decides whether there is cause for further investigation and lets you know. It often asks you to carry out your own investigation and report back within a deadline it sets. That follow-up deadline is tied to your report and belongs in the same case file.
No, and that would be unwise. Staff report in the system they know, and a second reporting stream results in fewer reports, not more. We connect to what you already have and add the layer that begins once a decision is made on whether something is a calamity.
Compliance in the broader sense concerns standards, evidence and audits; see care compliance software. This page is about three specific reporting obligations with strict deadlines. They share data, not methodology.
Responsibility for the report lies with the care provider, which makes it a board matter. In practice, that means the board must be able to see which reports are open and which deadlines are running, without seeing the patient data behind them. We build this as a separate view with its own permissions.
That depends on your size, whether it integrates with your reporting system and whether the investigation reporting must be included. Recording determination moments with deadline monitoring is usually quick to deliver and removes the greatest risk. We give a reasoned estimate after the discovery phase.
Demonstrably meeting reporting deadlines?
Take the latest incident report and look for the date on which it was established that it was an incident. If it isn't recorded anywhere, that is the work to be done. We build this as a standalone application and as part of a broader custom software project.