Lecture of Irma Harmelink
Position:
Work field:
Participating in:
Owner of:
Chairman of the board of Directors
of ZorgAccent
Home Care (62 teams, 2,600 clients)
Residential Care (about 700 residents)
Daytime Activities
Naviva Kraamzorg (maternal care)
two companies in household care,
turnover € 90 million in Northwest
Twente (East Netherlands)
Almelo, January 27th 2016
What problems did we face?
• many different caregivers frequented the
clients
• departure of nurses / teams
• inconvenience of internal and external
bureaucracy
• care was cut up
• financially not tenable
Viewpoint: simple
organisation of people oriented care
•
•
•
•
•
small teams of (district)nurses
and caretakers
in the neighbourhood
close cooperation with other caregivers in
the community
independent
supported by modern ICT
Implement new technique
a.o. oriented on:
• customization
• creation of care independency for clients
• revaluation of care professionals
Strong in care and
in the community
• stimulating care independency
• support of social system around clients
• use of possibilities in the community /
neighbourhood
• cooperation with general practitioners
• cooperation with welfare and
volunteers
The essence
•
•
•
•
•
•
the relationship between caregiver and client
give back profession to caregivers
‘What does a team need to provide good care’
optimum facilities
as simple as possible
satisfied clients, satisfied employees and
satisfied general practitioners
Starting point of
neigbourhood oriented work
• the team is responsible for
the complete care process
• small self-managing teams
(12-15 employees)
• in the neighbourhood
• (district)nurses and caretakers
• coaching instead of managing
Starting point of
neigbourhood oriented work
• a facilitating and supporting organisation
• procedures as less as possible and as
simple as possible
• practical solutions
• smart back office for ICT
• stimulation of self control and
self-reliance
Approach
• 6 pilot teams in ‘Green Pastures’
• neighbourhood-oriented and
self-managing
• the support in the ‘Green Pasture’
• existing management is not included in
the transition
Situation in 2014
• all teams in home care work
neighbourhood-oriented
(about 700 employees)
• the Neighbourhood Service Centre has
been established
• 4 coaches, since 2013 3 coaches
each coach 12 teams
• 1 manager Home Care
Situation in 2014
• everyone in Home Care works with the
software programme ‘ZorgAccentWeb’
• the company is financially healthy
• customer satisfaction is high
• the average cost of care per client is low
• greater ability to solve problems
and innovate
Residential care
• as of May 2014 all the teams in
residential care are working
small scale and self managing
• similar positive results
Important aspects
to make the change
• viewpoint being supported on central
level of the company: leaders are
communicating the viewpoint very
consistently and considerately;
• persistence and time;
• be pure in the doctrine, but flexible in the
implementation;
Important aspects
to make the change
• create as much room as possible for
participation and contradiction,
but be clear about what is established in
strategy and design;
• concentrate on the people that want to
participate and don’t persist in the
opponents.
Do you have any questions?