Background information
Sussa Samverkan is comprised of nine regions (Sussa regions) that have jointly procured a new medical record system in the project Framtidens Vårdinformationsstöd (FVIS), which is planned to go live at the end of 2024. The program will cover a quarter of Sweden's population and is one of the largest investments in Vårdsverige ever.
Challenge
Since 2017, Sirona has had an ongoing assignment for Sussa Samverkan with the aim of ensuring the efficient and safe development of future healthcare information support. The assignment has included change support through collaboration with clinical practice representatives and the production of extensive documentation and clarifications for the long-term strategic work that the operations face when introducing the new EHR system.
Implementation
Sirona's team was already involved in the early preparatory work for the design of FVIS, where the commitment included the development of a common collaborative model of processes that will form the basis for the configuration and customization of FVIS.
Furthermore, the Sirona team has been responsible for the strategic and operational management of the change process in the Ways of Working and Common Configuration (WOC) sub-project. The AG sub-project included clinical representatives from all nine regions and aimed to develop and establish new common working methods, processes and configurations in the new EHR system to meet business-critical needs prior to implementation. The sub-project was part of a complex organization, where the assignment included change management and work with strategic issues in organizational and business development; from mapping and analysis of processes to process development and design as well as support in the establishment and introduction of new processes. The work was based on mapping the current situation and formulating the desired future situation for FVIS, where Sirona's employees in close collaboration with business representatives from the nine regions contributed to initial needs analysis, followed by the identification and establishment of new common cross-regional working methods and configurations. In the AG sub-project, Sirona's employees have had assignments as sub-project managers, senior project management support and workflow managers; which included strategic and organizational management responsibility, project management and coordination and work management of clinical operational representatives from the nine regions.
Finally, Sirona's team has had tasks involving the management and control of the expert groups for output and health informatics with investigation, evaluation and analysis. The main focus of the output group has been to create the conditions for automatic transfer to quality registers and Sirona's employees have been responsible for driving the work forward and coordinating collaboration with other parties both within and outside the Sussa collaboration.
Outcome
In collaboration with clinical representatives from the nine regions, new common configuration documents, adapted to meet the needs of the operations, have been developed and delivered to the regions and the supplier of the EHR system. In addition, detailed descriptions of new routines, guidelines and common working methods have been delivered to the regions to create the conditions for a successful transition to the new care information support. The results of the work have been anchored and approved by all nine Sussa regions and the steering group according to a formal decision-making and anchoring process.
Want to know more?
Want to know more about the project and Sirona's work in change management in the public sector? Contact Mattias Lindberg, Director at Sirona.
