Buurtzorg in the UK. Learning, adapting, innovating. Brendan Martin. Testing Buurtzorg in Scotland Workshop, 1 June 2016, Edinburgh

Transcription

1 Buurtzorg in the UK Learning, adapting, innovating Brendan Martin Testing Buurtzorg in Scotland Workshop, 1 June 2016, Edinburgh

2 Title Freedom Text and responsibility at the point of care one

3 Title From Text 1 team of 4 to 850 teams, 10,000 caregivers Self-directed neighbourhood teams, up to 12 nurses and nurse assistants one Back office of 45, and 18 coaches Buurtzorgweb

4 Title Text Ground rules fewer but stronger Up to 12 members in each team Annual mutual appraisal Team meetings, coaching, annual plans 60% billable hours Individually assigned tasks

5 Self-Managed Teams: Specific roles are shared, split, added to and rotated among the team Nurse / Nurse Assistant Role: All provide nursing and caring in attunement to the client s needs and social ties according to the latest professional standards. Contribution: Organising and delivering professional care and nursing attuned to the client s need and in agreement with the beliefs on quality and safety of the client, nurse/nurse assistant and Buurtzorg Planner Role: Organises the time commitment of the team according to the client s arrangements and employees contracts and their availability Contribution: Scheduling the care commitment according to the arrangements between clients and team members. The planner ensures continuity of the care provided to the client by preparing a schedule that is as efficient as possible. Housekeeper Role: Organises the facilities such as office, equipment Contribution: Makes sure the required instruments, medical devices, housekeeping and office material are available. She has a role as treasurer by giving account information to the other team members regarding expenditures and available budgets. Team player Role: Putting effort with colleagues to deliver excellent, efficient and effective nursing and care Contribution: Realising team and organisational goals, subjugating personal interest, serving other team members and encouraging pleasant relationships within the team Communicator Role: Monitors a correct registration of the hours spent by the team according to the contracts and arrangements with Buurtzorg Contribution: Communicates to the rest of the team about the financial situation and performance level of the team and if any misalignments, communicates to the team member or to the client administrator. Mentor Role: Introduces new employees and students for internships and serves as contact person for organising queries within the team Contribution: Supporting and guiding new employees and interns when starting and implementing their work and in developing additional competences Developer Role: Collaborating with initiatives that contribute to the vision and approach of Buurtzorg Contribution: Developing and disseminating to employees at Buurtzorg, team members and external stakeholders: knowledge and experiences on the vision, beliefs, methodology, protocol, working designs, syndromes, and techniques and practices for nursing and care Headquarters Role: 45 staff at Headquarters support the coaches, the teams and the Board of Management. Contribution: administration contracts management reporting staff administration accounting & payroll coaching guidance on budgeting ground rules

6 Title Text Innovating and influencing Buurtzorg+: integrating around client with OTs and PTs Supporting change in other organisations one e.g. ZorgAccent, Amstelring Developing innovative approaches to youth care, mental health care, maternity care, domestic care

7 By kind permission of Buurtzorg 2015 How Text Good quality of care. 60% of time spent with clients. Compared to 307 other organisations for community care they give the highest score to Buurtzorg. (NIVEL 2009) Highest client satisfaction rates: 9,1 4

8 Best employer 2011, 2012, 2014 &

9 Title Text Controlling and reducing costs 40 per cent lower client costs compared to other home care organisations. 50 per cent reduction in hours of care due to health one promotion initiatives and patient independence. Overhead costs estimated at eight percent, compared to a competitor average of 25 per cent.

10 Key challenges of adapting Buurtzorg to British contexts Climate and culture: changing mindsets to trust in enabling freedom with responsibility at the frontline Risk perception: safeguarding and management control Knowledge: learning to integrate around client, mobilise informal networks and work in self-managed teams Structures: institutional and financial separation of health and social care Regulation: complex governance and safeguarding arrangements Business case: investing to reduce costs 3

11 Public World Buurtzorg - test & learn support pathway Developing a shared understanding Check and review point Scoping and creating the test site(s) Check and review point Training and establishing the team(s) Introduction to Buurtzorg model of care Assessment of current situation and ambition Agreeing the scope Compliance and governance framework Ground rules inc. HR policies Configuration of Test Test Plan Initial team training Initial coach training Training for managers & leaders Creating environment to support the teams Understanding & adapting the model in context Desired outcomes and benefits Determine Governance arrangements Public World Buurtzorg s role and deliverables Define outcomes & benefits Benchmark data Metrics and evaluation criteria Test team(s) visit Buurtzorg team Check and review points Individual mindsets Leadership & strategic view Readiness of organisational architecture Review Learning Revise activities

12 Public World Buurtzorg - test & learn support pathway Check and review point Check and review point 4. Supporting the test sites 5. Scaling, licensing, learning Support for the teams & Mid-Office Guiding the process for teams to flourish Challenging & reducing processes Rolling existing new teams into the model Training new teams Training teams Exchanges between teams Supporting teams to act on learning and adapt solutions from other teams & tests Consolidate learning into wider system Links to national and international learning networks Supporting and training coaches Evaluation against desired outcomes & benefits IT supports Check and review points Individual mindsets Leadership & strategic view Readiness of organisational architecture Review Learning Revise activities

13 Thank you!