The aim is to guarantee an efficient and dignified care in nursing homes through the implementation of VT networks.
There is a strong need for applying the technology – because of the demographic development and the expensive investments in equipment. However, too much of the equipment is not used and the potential is not exploited. Among the caregivers you could
find lack of motivation for using technologies and lack of readiness for change. People working under a lot of pressure are not able to handle changes.
When the decision was taken to implement the Carendo Chair and start the VT-pioneers, it was decided that it was mandatory for nursing homes to designate a VT-pioneer.
The main stakeholders are the management team of the Magistrate department for Health and Care, The steering committee for assisted living technology, The implementation committee, The managers in the different units in the different districts.
There are many beneficiaries of this practice – the pioneers get a possibility to develop the job and the competences. The staff gets easier access to help and knowledge about the technologies and it promotes an innovation culture where you try to find new solutions and new possibilities to solve problems.
The citizens will benefit from having a caregiver who knows how to use the technology and who is able to disseminate this knowledge to the citizen (there is a need for staff who dares press the buttons and experiment together with the citizen).
The target group for the VT-pioneers are their colleagues in practice.
Resources needed
As long as the implementation effort on the Carendo chair is ongoing the nursing homes gets funding for the VT-pioneers.
Evidence of success
The most valuable benefit is teams of caregivers who are much better at matching the citizens with the right technology.
Together with the VT-pioneers, we will be able to optimize the workflow and improve the working environment – the VT- pioneers are storytellers close to the people in the process of changing. The stress factor of some employees over new initiatives is minimized. Citizens are becoming more self-reliant (using technology).
Potential for learning or transfer
We consider this good practice to have potential for learning and transfer because we think that implementation challenges are universal for all organisations and societies. The decision process in MSO is based on a structure where you listen to the practitioners and the management on all levels, and the issues are discussed in different forums with different
perspectives before the management teams decides.
This good practice runs in a similar way in the City of Copenhagen. Other municipalities do something similar in a smaller scale. Also, in Norway we can find VT-pioneers or ambassadors.
The idea of the VT-pioneers originated from something existing – it is upscaled and planned in a more systematical way – further developed. We hope this good practice will show its worth and that the management team will show persistence and support this shift in paradigm. We think that we need front runners who have extra competences and the necessary overview.
Tags: Communication, Empowerment, Information, Technology
