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Housing and Care 2030: Innovation and collaboration as an answer to the challenge in elderly care
Elderly care must change
Elderly care is under pressure due to a combination of factors: the client and their loved ones are changing, the ageing population is increasing, healthcare costs are rising and the labour market is becoming increasingly scarce. The current way of working is no longer viable and Omring is confronted with the urgent question of how intramural care can be organised in a sustainable and qualitative way. This requires a fundamental review of care processes, more intensive cooperation with the informal network, broadening the use of technological tools and a redistribution of tasks within the care team.
The challenge: Housing and Care 2030
In collaboration with Deloitte, Omring has developed the proposition Housing and Care 2030, an integrated vision with a concrete roadmap to redesign intramural care. This approach focuses on a care team that focuses mainly on specialist care, supported by digital innovations that increase the self-reliance of clients and relatives and reduce administrative burdens. Informal caregivers, volunteers and regional partners are recognised and deployed as full partners who work together on the basis of equality. In addition, there is a strong focus on standardising processes, applying smart planning methods and monitoring the health of residents using digital resources. It is also important that residents receive personal arrangements that are closely related to what they can and want themselves. Various strategic initiatives have been identified and prioritised to realise this vision step by step.
"With Housing and Care 2030, we are creating a future-proof care model in which technology, the informal network and the subsequent care workers together ensure a dignified and comfortable living environment for our residents."
— Ronald van Rijn, Director of Strategy, Customer & Market Development, Omring
Impact
In this transition, the quality of life of residents is paramount by offering them more autonomy and well-being. At the same time, the tasks in the care process are distributed differently, reducing the pressure on care workers and increasing their job satisfaction. Informal caregivers and volunteers are better involved and supported in their important role. In this way, healthcare remains affordable despite demographic changes and the tightness in the labour market. Moreover, this approach stimulates innovation and strengthens cooperation within the regional care network, which contributes to future-proof elderly care.
Together we can make a difference
The success of this process is due to the broad co-creation with many stakeholders. Care workers, relatives, volunteers, care consultants, Omring's management and experts from Deloitte have worked closely together to develop a clear vision, develop strategic initiatives and draw up a realistic roadmap towards 2030. This joint effort forms the basis for a sustainable and people-orientated transformation of intramural elderly care.
Committed colleague:
Marieke Commandeur, Director Deloitte
