Programme no. 538-OP
Quality Improvement
A Systematic Method to Train in eHealth at Large Scale
Eva Pilsäter Faxner*1
1Stockholms läns sjukvårdsområde,Stockholm,Sweden
* = Presenting author
Objectives: Informatics and eHealth

A challenge in all eHealth and IT systems is the capacity to collect and to retrieve validated and correct data. The informatics will constitute the base for the eHealth systems. The usage has to be made widely well known for all staff to ensure the benefits from the systems.

Competence Boost for eHealth

The idea to establish a systematic method to train competence in eHealth for all staff was introduced 2010. The method, called Competence Boost for eHealth, aimed to support care process development and personal skills to ensure that staff could comprehend eHealth concepts to create new more efficient care processes with improved quality.

Background: Information technology and eHealth are powerful enablers both on strategic and operational level for the performance in health care and research. eHealth systems have to support the care processes in a proactive manner, and to detect unmet medical needs. A strategic program for systematic training in eHealth has been established during 2010-2013 and from 2014 integrated in daily operations in Stockholm County Council, Stockholm Health Care Services.
Results: 9 948 employees have participated in at least one work shop. 4 245 work shops led by 142 process coaches and 448 network meetings with the process leaders and process coaches were given between September 2011 to December 2013. Learning seminars for managment teams and partners as patient organizations with presentations of good examples were given twice a year as an opportunity to share knowledge. An evaluation of the learning process showed that both managers and employees found work shopsimportant for learning and the managers verify the method as an important tool for care and process development. The evalutation of the competence level in eHealth shows that self estimated level of competence was significantly increased for all professionals.
Material/Methods: The project was strategic and reported to the CEO management team. The plan and content was aligned with the overall strategy plan and involved all clinical directors (120). 20 process leaders and 150 coaches were identified and trained under the lead of the CIO. In a network cascade work shops were held at each clinical department or center.
Conclusion: We suggest a network model for continous and systematic learning aligned with the overall strategies in the organization. The attendance of top management and all other clinical leaders is a top priority to increase efficency and quality in the care processes. The model is now integrated in our care development process, the Value Boost.

Points for discussion: How can we use the model for our work with the Future Healt Care plan in Stockholm County Council? Can private care providers use the model? Can we work together all caregivers in Stockholm County Council and even in a national way with the inforamtics and quality improvement? How can we take the next step together?