Current Concepts
Strategic development of the elderly — from paper to practice
The government has now reached an agreement on care for the elderly, which focuses on holistic care, permanent teams and close interaction with relatives, local communities and civil society, among other things. Here we have gathered what you can work with to create joint momentum and accelerate your development of the elderly area.
Focus and accelerate your development
- How do employees influence working hours and flexibility opportunities?
- How do you work with multidisciplinary teams — and what value creation has it created?
- Where do you play, together with the resources of the municipality and the local area, to recruit and attract labour?
- How can you strengthen cooperation with hospitals, general practitioners, including through the health cluster?
- What care will you provide for the elderly in 2030? And is there a need for political expectation voting on vision vs. practice?
- How do you share knowledge at strategic management level across municipalities — are you interested in participating in a network for senior managers and directors?
A new way of thinking about governance and management
With the conditions in place for municipal elderly care, we must find new ways to succeed. New models of governance and management can future-proof welfare; A move away from stakes, rules and procedures defined solely in terms of stand-alone policies, complex cake legislation and a 'carer'. A movement towards a co-created model of governance and development in which everyone has distinct roles. It can help you with:
- Better ways to organize work and make flexible schedules
Through permanent, cross-cutting and autonomous teams, community agreements and on-call planning, where the employees themselves help to 'puzzle' the plans into place.
- Adequate recruitment and new division of tasks between professions
Through ambassadors, SMS recruitment, lending and new role allocation between professionals, volunteers and relatives and interaction with external partners.
- Aligned expectations for the future of welfare benefitr
Through political and civic dialogues on expectations for future welfare benefits and necessary divisions of labour.
- New areas of cooperation in close health care
Through concrete collaborations with educational institutions, hospitals, general practitioners and other health professionals
- Strengthened activities with the local community, associations and relatives
Through co-creation with local actors and testing new ways of doing care for the elderly, putting welfare impacts at its core.
- Updated models for supervision and learning
Through collegial supervision focusing on dialogue that can promote trust and learning around quality rather than undue management and control.
Resonans experiences
At Resonans, we have a lot of experience in putting action behind strategic objectives through concrete processes of change in operations, through management support activities and through political and strategic dialogue processes.
We have, among other things, current experience in Roskilde Municipality, Lyngby-Taarbæk Municipality, Køge Municipality and Copenhagen Municipality and many strategic and interdisciplinary experiences from cooperation with the Danish Health Agency, Region Sjælland and Region Hovedstaden.
Get inspiration from a series of articles we've written:
- Prerequisites to succeed with permanent and autonomous teams in elderly care
- Challenges, trends and potentials in the field of the elderly
- What exactly is care and presence?
- Small steps can create great innovation
- Strategic suspension and suspension
- How do we evaluate care and presence?
Please contact us if you want to know more about how
- Creates ownership and empowerment of employees and managers for the strategic development processes
- Creating changes in everyday life by thinking big and starting small through trial actions
- Involves local actors, relatives, citizensand politicians in the co-creation processes and possible partnership
Network for Municipal Senior Managers
In early summer 2024, Resonans will launch a network for municipal senior managers and directors. The network meets twice physically a 3 hours and twice virtually a 2 hours. A virtual sparring session is also offered. Further details to come soon. If you already want to hear more, you can contact partner David Jul at dj@resonans.dk or tel. 2942 9642.
Contact Us
We always tailor our concepts to suit your needs.
Contact us if you want to hear more.
Anne-Mette Scheibel is partner at Resonans. For 15 years she has worked as a consultant in the public sector in KL and Resonans focusing on translating complex frameworks into pratical actions.
Over the past 8 years, David Jul has helped numerous organisations realise their ambitions by focusing on their common strategic goals and what it takes to achieve them.
Every mind into the game!
Traditional management and organisation models often do not support the ambitions inherent in vision and strategy. It takes something else and more to succeed today and in the future. There is a need for more flexible forms of organisation, cross-border cooperation, leadership and actions that cross sectors and create new partnerships.
We challenge our clients, both public and private, to bring their customers, users, citizens, boards and political actors into both the development and realization of visions and strategies. It creates new ideas across the board and ensures the necessary and crucial ownership that is the prerequisite for action and acceleration of result creation. Every mind into the game!
In Resonans, through our approach and cooperation with our customers and partners, we contribute to solutions to wildly complex problems such as labour shortages, the green transition and health inequalities and insecurity.