Transforming care into practice at Laurens

Transforming healthcare requires not only digitization and innovations, but also a change in mindset. Or, for example, as Deloitte’s Nicole Lentink puts it: “We need to move from a care ecosystem to a healthcare ecosystem. Judith Terwijn and Onno Kleinhorst advocate this approach where not only disease is treated but also quality of life is examined, or well-being is always the focus of the use of health technology. In this context, they talk about their experiences with innovation and prevention within their own organisation.

eHealth important

Laurens offers home care, rehabilitation, home care and end of life care. The healthcare organization would like to help more customers and is therefore increasingly focusing on labor-saving solutions, provided that this is of course appropriate and possible. Judith Terwijn talks about website care for innovation: “Health technology and e-health are important resources in this regard. This also means that you need to help colleagues develop the necessary skills, and the associated process innovations are also just as important.” Research also shows that 51% of healthcare professionals e-health as the most likely growth area within the HLS industry. Digitalisation developments can facilitate the next generation of healthcare services for patients.

In all these changes and innovations, the customer always comes first. Autonomy, self-confidence, well-being and self-management are important values ​​that Laurens focuses on. This takes the form, among other things, with the use of the so-called self-sufficiency radar. Laurens is always improving and innovating alongside the professionals and training skills are a matter of course. Training takes place in many ways and healthcare professionals are trained, for example, on the improvement laboratory method of the Conforte Innovation Lab. This method allows employees to experience how the innovation process works in practice, where one goes from one problem to a solution. Onno Keinhorst adds: “The implementation of innovations requires a specific approach, so that the innovation is permanently protected within the organization and does not remain on the shelf.”

Sensor plate under the mattress

Laurens is fully committed to introducing, testing and developing improvements and innovations in the field of prevention and labor saving technology. For example, the organization has placed one in a number of nursing homes sensor plate under the residents’ mattress. For example, a healthcare worker receives a signal on his smartphone when someone gets out of bed. This way, the night shift always knows who is lying peacefully in bed and who is getting out of bed and needs help. As a result, fewer checkups are needed and preventative changes can be made to prevent pressure sores.

Virtual Reality at Laurens

At a number of nursing homes, Laurens works with virtual reality glasses for caregivers. These glasses are supposed to lead to a reduction in work stress and pressure and, in part as a result, prevent the loss of employees. They are also working on a communication platform with information about tools, agencies and tips. In addition to the medical aspects, the social background, well-being and experience are also taken into consideration. The goal is to improve clients’ self-reliance so that people can remain independent and independent of care for as long as possible. Another important process is Advanced Care Planning, funded by ZonMw. This focuses on improving front and second line information flows and, where possible, digitizing this process.

Start in a small environment with e-health

In all these innovations, the customer must always remain central, both caregivers underline several times. To successfully implement innovations, it’s important to start small, such as with a team in a department and a few customers. Onno: “Then you slowly start working on it and start learning together. The party contributing to an internal process change and/or technical solution is closely involved in this. Facilitating the conversation between these different parties is important. If all of this succeeds in this small environment, you will move forward and continue to expand innovation.

“It’s important to create a learning culture within the organization,” adds Judith. “Learning to learn, fail, develop and improve ourselves. Working from the team, from the care plan. Whenever possible, get the “low fruit” first and don’t reinvent the wheel. We work with other organizations in the region to implement electronic administrative registration in home care. Like the healthcare organization Aafje and the Association of Pharmacists of Rijnmond (CAVR) joining forces is very important for us”.

Innovation is turbulent

No matter how good the plans, success isn’t always there. There can always be unforeseen hurdles in implementation. Of course, as an innovator you need to be able to handle this well; you gotta love that turbulence a little too, according to Judith. It is important to persevere and deviate from the foreground where necessary. “An organization must believe in innovation, invest in it and have the courage to relinquish control over implementation. It’s exciting, especially at a time when funding for healthcare organizations is under pressure.”

With all the uncertainties surrounding innovation, health insurers are often still reluctant. Investing without knowing the outcome, the healthcare sector certainly has something to learn. An organization must believe in innovation, invest in it, and have the courage to relinquish control over implementation. This is exciting, especially at a time when funding for healthcare organizations is under pressure. Onno: “Fortunately, a number of health insurers reimburse mobile assistance (use of digital aids) for all their policyholders, where this use is possible according to the nurses. But this financial flexibility must also be achieved in other areas, such as the use of non-digital tools; a dressing stick or backpack. There is still a lot to gain.”