Buurtzorg: better care for lower cost

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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 

complete process

• clients, nurses, planning, education and finance;  

• and all kind off coordination activities!!!! 



• 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: 


• 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 


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, 


Shared values  




in the care chain





and client 

Buurtzorgweb – some aspects 


• Community 

• Clients and employees data 

• Hour registration.  

• Sharing documents 

• All the necessary administration for accountability 

to cost providers, inspection etc.  

• Planning 




• 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 


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 





Cost effectiveness for the organization  


• Overhead costs: 8% (average 25%) 


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

  • Slide Number 1
  • Buurtzorg – Quick Scan
  • Results policy on homecare 2006
  • Start Buurtzorg 2007
  • (Self)-Organisation
  • Slide Number 6
  • Slide Number 7
  • Different types of clients
  • Slide Number 9
  • Quality system
  • Supporting the independent teams
  • ICT makes it possible! - Buurtzorgweb
  • Buurtzorgweb – some aspects
  • Community 
  • Buurtzorg is Dutch most fast growing organization
  •      Buurtzorg in the whole country
  • Slide Number 17
  • Satisfied employees
  • Slide Number 19
  • Satisfied clients
  • Radio Steunkous
  • Slide Number 22
  • Cost effectiveness for the organization 
  • Cost Benefits for the Care! 
  • Slide Number 25
  • Slide Number 26

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