Key improvement initiatives implemented during the sick leave process and system improvement programme, categorized by changes in “ways of working” and/or performance outcomes
| Improvement initiative | Main outcome | Improvement | Main explaining factors in connection to management model in the public sector |
|---|---|---|---|
| 1. Planning and carrying out a large-scale conference with central stakeholders (220 practitioners) | Mapped areas for improvement; functioned as an “eye-opener” for certain attendees; generated heightened expectations | None identified | (A) Absence of focus on executing improvements |
| 2. Attempt to form a management-level group targeting insurance medicine and the sick leave system | Initial dialogue followed by growing frustration among programme leaders | None identified | (B) Unclear goals and purpose; (C) Insufficient interest and backing from senior management; (D) No straightforward way to measure effects |
| 3. Production of videos to encourage collaboration between the Social Insurance Agency and the Region (government-funded) | Spread of ideas and knowledge concerning cross-organizational cooperation | None identified | (E) No sustained or coherent plan for using the training material |
| 4. Embedding the sick leave process into the new digital care system via meetings, process mapping and workshops | Strengthened understanding of information flows and database handling; creation of templates for the digital system | None identified | (F) Overshadowed by the introduction of a new care information system |
| 5. Process leader training in quality improvement (2019–2021, first round) through workshops, lectures, examinations and projects | Expanded knowledge and individual capacity for ongoing QI work | A few successful projects | (G) Varying conditions across individuals and home organizations; (B) Unclear goals and purpose; (H) Insufficient support and interest from adjacent management |
| 6. Process leader training in quality improvement (2021–2022, second round) through workshops, lectures, examinations and projects | Expanded knowledge and individual capacity for ongoing QI work | A few successful projects | (B) (G) (H) |
| 7. Establishment of a working group on data management and visualization | Resulted in a scientific publication and identified needs that shaped Initiative 9; promoted cross-organizational collaboration | None identified | (I) No mandate to act; (C) Insufficient senior management interest and support |
| 8. Discussions and meetings around establishing a Centre for Insurance Medicine oriented towards system-level improvements | None identified | None identified | (J) No clear accountability for the sick leave system; (K) Low motivation |
| 9. Development of an educational package on applying control charts for improvement purposes | Broadened knowledge of improvement tools | None identified | (L) The work is perceived as too removed from direct patient care |
| 10. Improvement update conference to disseminate examples from the sick leave system | Heightened attention and focus on the sick leave system | None identified | (L) The improvement work is perceived as too removed from direct patient care; (A) Absence of focus on executing improvements |
| Improvement initiative | Main outcome | Improvement | Main explaining factors in connection to management model in the public sector |
|---|---|---|---|
| 1. Planning and carrying out a large-scale conference with central stakeholders (220 practitioners) | Mapped areas for improvement; functioned as an “eye-opener” for certain attendees; generated heightened expectations | None identified | (A) Absence of focus on executing improvements |
| 2. Attempt to form a management-level group targeting insurance medicine and the sick leave system | Initial dialogue followed by growing frustration among programme leaders | None identified | (B) Unclear goals and purpose; (C) Insufficient interest and backing from senior management; (D) No straightforward way to measure effects |
| 3. Production of videos to encourage collaboration between the Social Insurance Agency and the Region (government-funded) | Spread of ideas and knowledge concerning cross-organizational cooperation | None identified | (E) No sustained or coherent plan for using the training material |
| 4. Embedding the sick leave process into the new digital care system via meetings, process mapping and workshops | Strengthened understanding of information flows and database handling; creation of templates for the digital system | None identified | (F) Overshadowed by the introduction of a new care information system |
| 5. Process leader training in quality improvement (2019–2021, first round) through workshops, lectures, examinations and projects | Expanded knowledge and individual capacity for ongoing QI work | A few successful projects | (G) Varying conditions across individuals and home organizations; (B) Unclear goals and purpose; (H) Insufficient support and interest from adjacent management |
| 6. Process leader training in quality improvement (2021–2022, second round) through workshops, lectures, examinations and projects | Expanded knowledge and individual capacity for ongoing QI work | A few successful projects | (B) (G) (H) |
| 7. Establishment of a working group on data management and visualization | Resulted in a scientific publication and identified needs that shaped Initiative 9; promoted cross-organizational collaboration | None identified | (I) No mandate to act; (C) Insufficient senior management interest and support |
| 8. Discussions and meetings around establishing a Centre for Insurance Medicine oriented towards system-level improvements | None identified | None identified | (J) No clear accountability for the sick leave system; (K) Low motivation |
| 9. Development of an educational package on applying control charts for improvement purposes | Broadened knowledge of improvement tools | None identified | (L) The work is perceived as too removed from direct patient care |
| 10. Improvement update conference to disseminate examples from the sick leave system | Heightened attention and focus on the sick leave system | None identified | (L) The improvement work is perceived as too removed from direct patient care; (A) Absence of focus on executing improvements |
Sharing content requires targeting cookies to be enabled. Please update your cookie preferences to use this feature.