Buurtzorg: better care for lower cost
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- Bu səhifədəki naviqasiya:
- CLIËNT 4. Formal networks 2. Informal networks 3. Buurtzorgteam 1. Selfmanagement client
- Community Instruments Communitation in the care chain Production
| Jos de Blok
Buurtzorg: better care for lower cost Buurtzorg – Quick Scan
• New organization and care delivery model • Started in 2007 with 1 team/4 nurses • Delivering Community Care/working together GP’s • 2013: 6500 nurses in 630 independent teams. • 35 staff at the back office and 15 coaches • 60.000 patients a year
Results policy on homecare 2006
• Fragmentation of cure, care, prevention • Standardization of care-activities • Lower quality / higher costs: wrong incentives: delivering much care against low cost is profitable • Big capacity problems due to demographic developments (shortage of 400.000 nurses within 10 years • Clients confronted with many caregivers • Information on costs per client/outcomes: none! Start Buurtzorg 2007
Starting an organization and care delivery model for community care with: – independent teams of max 12 nurses – Working in a neighborhood of 10.000 inh. – who organize and are responsible for the
• clients, nurses, planning, education and finance; • and all kind off coordination activities!!!!
(Self)-Organisation • Optimal autonomy and no hierarchy • Complexity reduction (also with the use of ICT) • Max of 12 nurses a team, 40 à 50 clients • Assessment and taking care of all types of clients: generalists! • 70% registered nurses • Their own education budget • Informal networks in the neighborhood and close collaboration with GP’s Different types of clients
• Chronically ill and functionally disabled clients • Elderly clients with multiple pathology • Clients in a terminal phase • Clients with symptoms of dementia • Clients who are released from the hospital and are not yet fully recovered
CLIËNT 4. Formal networks 2. Informal networks 3. Buurtzorgteam 1. Selfmanagement client Onionmodel Buurtzorg Buurtzorg works inside-out: empowering and adaptive, networkcreating, supporting . Vision: support indepence! Quality system • Monitoring outcome instead of production: the Omaha system: Big Data on problems, interventions and outcome • Roles and activities instead of processes • High education level: 70% is RN (average 10%) • Buurtzorg academy: the new bachelor nurse • And of course: clientsatisfaction!
Supporting the independent teams
• 35 people in 1 back office; 15 coaches, managers 0! • Taking care of inevitable bureaucracy, so the nurses won’t be bothered with it! – The care is charged. – The employees are paid – Making financial statements
ICT makes it possible! - Buurtzorgweb Grip on the business Position in the care-chain, relationship whit other caregivers. View on quality of care, transparency Shared values
Buurtzorgweb – some aspects
• Community • Clients and employees data • Hour registration. • Sharing documents • All the necessary administration for accountability to cost providers, inspection etc. • Planning
Community
• Shared values. Nurses work all over the country but feel like ‘one’ • Nurses can ask for good examples from colleagues all over the country. • Man. Dir. can easily check the ideas of the teams • The back office has an easy way of communication with all the nurses • Contact between nurses and informal care and other caregivers from the neighborhood
Buurtzorg is Dutch most fast growing organization Started in 2007 2013: 6500 nurses in 630 teams Buurtzorg in the whole country Satisfied employees • Thousands of nurses quit their job at traditional organization and went to work for Buurtzorg • They appreciate: – Working in small teams – Working autonomous – Independency – Strong teamspirit – User-friendly ICT • Price for best employer of the year 2011/2012
Satisfied clients
• Good quality of care. • "Compaired to 307 other organizations for community care they give the highest score to Buurtzorg. (NIVEL 2009)“ • from 2010: highest clientsatisfaction rates: 9,0 • Supported by patient- and elderly organizations
Radio Steunkous http://www.yout ube.com/watch? v=Q-fPDrN5pBU Rollatorrace Cost effectiveness for the organization
• Overhead costs: 8% (average 25%) more
money for the care and innovation
• Profit rate: 8% (Buurtzorg is NON profit) • Sickness rate: 3% (average 7%) Cost Benefits for the Care! • The home care would be ½ the costs (Buurtzorgs model leads to more prevention, a shorter period of care and less spending on overhead) • More satisfied employees and clients
• The government an all political parties are stimulating other care organization to work like Buurtzorg. • Other sectors are interested in the organization model Thank you for your attention Document Outline
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