Primary Healthcare and Municipalities

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Primary healthcare is the backbone of the health and social services system. With the health and social services reform, basic healthcare will undergo a major change as the role of municipalities will be completely transformed.

The competitiveness of future counties can best be guaranteed by developing operations already before the reform comes into effect. In primary healthcare, now is the time to invest in the competitiveness of services, which is particularly highlighted in reception services and dental care. Their successful transformation will bring considerable financial benefits to municipalities.

NHG’s advantages in primary healthcare services are a solid knowledge of operational models and processes combined with extensive experience in service network reform. In addition, NHG has substantial experience in implementing change in practice.

Contact:

Fredrik Herse

Senior Manager
fredrik.herse@nhg.fi

The aim of the commission was to analyse the present condition of the care chains and costs of young, 13–22-year-old substance abuse and mental health patients from Espoo. Espoo wished to streamline the service chains, requiring a thorough analysis of the present state of the services.

The project was carried out in cooperation with experts from the City of Espoo and the Hospital District of Helsinki and Uusimaa. It consisted of compiling data on customers’ care chains and service use as well as defining customer groups, care chains, costs and segments. Finally, the data was converted into solution models in workshops.

Care chains were analysed from the perspective of multiple different patient groups with a particular focus on the start of care and the subsequent service contacts. The analysis also involved multiple care chain analyses for example one’s for customers. Costs were examined customer- and segment-specifically as well as individually in terms of the most expensive customers.

We responded to challenges in continuous reporting in Kemi by combining financial and operational data into indicators that support the city’s goals. We created a visual reporting tool for the city where key figures can be easily examined.

Operational and financial data were combined using the Maisema (“Landscape”) service. The operational data collected in connection with the annual accounts are used to prepare an annual municipal reference analysis to support budgeting for the following year.

Financial and operational data combined using the Maisema service are reported on the visual dashboard platform. In addition, Kemi receives an annual municipal reference analysis that covers all the municipal services and can be supplemented with various targeted reports such as those concerning the staff and the service network.

The aim of the project was to make the division of duties between different occupational groups in the city’s health centres more reasonable and thereby make service more efficient and customer-oriented.

The project involved the development and implementation of a so-called acute team for urgent care where six nurses and three doctors work as a team. The model enabled the more effective utilization of the skills of both nurses and doctors and productivity increased by 30–40%.

The model created during the project has been further developed and adopted at other health centres in the city.

The set of indicators consists of ten primary indicators that allow organizations to monitor the development of the effectiveness of services at an organizational, unit and individual level. The continuous service involves twenty organizations from both the public and the private sector. The service already covers about half of the Finnish population.

The set of indicators have been developed together with a broad group of experts and is continuously refined as the recording practices of organizations become more harmonized. Data collection is automated, and the indicators based on longitudinal data are updated four times a year.

The set of indicators helps organizations to assess the effectiveness of development projects and to monitor the achievement of quality and effectiveness goals. In addition, professionals receive important, timely knowledge about their own successes in connection with, for example, development discussions.