Súdwest-Fryslân Project Hälsogreppet

HälsoGReppet 14–16 november 2018

Study visit Göteborg – Leeuwarden – Súdwest-Fryslân Project HälsoGReppet

HälsoGReppet is a project funded by the European Social Fund running from 1 April 2017 – 31 January 2020. The project has 12 participating municipalities from the Gothenburg region: Ale, Alingsås, Härryda, Lerum, Lilla Edet, Kungsbacka, Kungälv, Mölndal, Partille, Stenungsund, Tjörn and Öckerö. Försäkringskassan (the national social insurance agency) and Närhälsan (public primary care provider in the Västra Götaland region) are also participating in the project as partners, and the City of Gothenburg participates in some parts of the project.

The purpose of HälsoGReppet is to create condi- municipality’s opportunities and challenges. In addi- tions that promote better health in the work place, tion to this, there is a steering committee consisting through preventative health-promoting efforts, of GR’s network of HR managers, who initiated the as well as through preventing and counteracting project, as well as representatives from Försäkrings- work absences caused by mental illness, among the kassan and Närhälsan. participating municipalities’ staff members. The pri- The project aspires to reach and involve 1 200 mary targets of the project are managers and staff people, for example as participants in lectures or members within female dominated sectors of the other educational efforts. The project is divided into municipal services, such as health and social care and four sub-projects, each with its own goals. Within all education. sub-projects there’s activities taking place on both a local and regional level. Background • Sub-project 1 aims to create a model of ana- The number of work absences has increased consi- lysis which both shows the general causes of derably in the last few years – from 5% of working the mental illness and identifies success factors hours in 2010, to 8 % in 2015. Statistics from För- in municipalities and organisations with lower säkringskassan show that mental illness is currently work absences. The purpose of this model of the cause of a third of all work absences, and that analysis is to strengthen the municipalities’ western Sweden has one of the highest rates in the health-promoting efforts and to add to the de- country when it comes to antidepressant prescription velopment of the rehabilitation process. drugs. GR’s own survey shows the same tendencies; • Sub-project 2 aims to strengthen the colla- increased work absences among staff members in boration between the actors involved in the the participating municipalities, often due to mental rehabilitation process; that is the employer (the illness in female dominated work places. Since the municipalities), health care services and Försäk- municipalities that are part of GR have close to 70 ringskassan. This provides better conditions for 000 employees in total, of which about 80% are wo- reducing overlaps and shortcomings in the divi- men, it’s easy to understand that the high number of sion of responsibilities and work processes. work absences and the decreased health causes both extensive expenses and has a big negative impact on • Sub-project 3 strives to increase managers’ people’s lives. Thus, it is very important that we bre- knowledge of the importance of leadership in ak this negative trend and make efforts to improve promoting health in the work place, so called the situation, and HälsoGReppet is one step in that health promoting leadership and occupational direction. health and safety work, as well as health factors. • Sub-project 4 strives to increase the aware- Project Organisation and Goals ness and knowledge among staff members and HälsoGReppet is run by a project management team managers when it comes to personal health and at GR, as well as local project leaders in each parti- one’s own responsibility for it, and to highlight cipating municipality. The local project leaders work successful efforts in the field of occupational with local project organisation based on the specific health and safety.

2 The Gothenburg Region (GR)

The Göteborg Region Association of Local Authorities (GR) is a co-operative organisation uniting thirteen municipalities in western Sweden. 8 2

The member municipalities are Ale, Alingsås, 12 11 Göteborg, Härryda, Kungsbacka, Kungälv, Lerum, Lilla Edet, Mölndal, Partille, Stenungsund, Tjörn, and Öckerö. 1 6 Combined, the population of these municipalities is about one million. 7 The task of the association is to promote co-operation over municipal borders and provide a forum 3 for the exchange of ideas and experience within the 13 10 region. 4 GR focuses on such issues as: regional planning, environment, traffic, job market, welfare and social 9 services, competence development, education, and research. GR works closely with Business Region Göteborg 5 which is the common resource for trade and com- merce issues in the Göteborg region. The GR delegation has 97 members and its board of directors has 22 representatives and 11 deputies. The chairman and three vice chairmen make up the presidium of the board of directors. The board appoints management groups for different areas of 1 Ale 8 Lilla Edet activity within GR. 2 Alingsås 9 Mölndal 3 Göteborg 10 Partille GR is financed partly through annual membership 4 Härryda 11 Stenungsund fees from the member municipalities and partly 5 Kungsbacka 12 Tjörn through income from conference and training ar- 6 Kungälv 13 Öckerö 7 Lerum rangements, investigations, and other joint-usership savings for the member municipalities.

Want to know more about the local projects? Click on the links below! Ale Alingsås Härryda Kungsbacka Kungälv Lerum Lilla Edet Mölndal Partille Stenungsund

3 The delegation from Gothenburg Region, Sweden

Christina Bouweng Malin Olsson Andersson HR Specialist, the Municipality of Ale. Project Leader, HälsoGReppet, with a Working broadly within the municipa- background as operations developme- lity as a specialist in matters concer- nt officer and HR strategist in the City ning occupational health and safety. of Mölndal, where she still works 25% HälsoGReppet’s local project leader in at the department of HR. Ale municipality.

Ulrica Furby Head of Group at GR’s labour mar- Ann-Charlott Backström ket division. Working with manager HR Specialist, the Municipality of Ale. networks and politicians within the Working broadly within the municipali- GR-municipalities, mainly in relation ty as a specialist in matters concerning to labour market, integration & new occupational health and safety. arrivals and HR. Responsible for GR’s network of HR managers, labour market directors, as well as the network of managers working with reception and integration of refugees. Johan Sandström Head of HR, the Municipality of Kungs- Björn Wallermark backa, at the individual and family care Education Manager and Project Leader administration. Process manager for within competence enhancement, as the HR process in the administration well as coordinator of GR’s network of and responsible for the running and HR managers. development of the HR work together with the HR team. Part of the administration’s board of directors.

Jesper Edlind Malin Isaksson Head of HR and Communications, the Coordinator of HälsoGReppet, dealing Municipality of Kungsbacka. Super- mainly with administration and coordi- vising the work with long term and nation. Also working within the project overarching HR and communication with evaluation and program theory issues in the municipality, in addition to issues. being part of several regional networks within these work areas as well as the Municipality of Kungsbacka’s adminis- trative board.

Eva Hällås Sara Alfredsson Process Manager Sick-listing and Reha- Head of HR, the Municipality of Tjörn, bilitation, Närhälsan. Working to create with specialist competence within the routines and efficient procedures, inter- fields of occupational health and safety nally and externally, in the sick-listing work, leadership development, and and rehabilitation processes, with the negotiation. aim of facilitating for the patient and creating a better working environment.

4 Sara Jacobsson Marie Hallersbo HR Specialist, the Municipality of HR Consultant, the City of Mölndal. Lerum. Providing management support Working with the city’s care and wel- to school principals and preschool ma- fare administration and its technical nagers in all matters relating to human administration, in addition to working resources, as well as being respon- citywide with occupational health and sible at the department of HR for the safety and strategic work for equal municipality’s occupational health and workplaces. safety work.

Amanda Careborg Eva Carlsson HR Specialist, the Municipality of Municipal Commissioner, the Munici- Lerum. Working with strategic issues pality of Partille. Vice-chairman of the within competence provision as well as municipal executive board and chair- supporting managers within urban ma- man of the political steering committee nagement with operational HR issues. of labour market issues at GR.

Marianne Piiroinen Anna Lundkvist Head of HR, the Municipality of Lilla HR Development Manager, the Muni- Edet. Responsible for leading, organi- cipality of Partille, at the department sing and monitoring the municipality’s of education. Primarily working with sustainable development within the occupational health and safety issues, areas of HR and wages, in accordance as well as competence provision. with the political guidelines.

Victoria Ackermann Helen Persson HR Strategist, the Municipality of Lilla HR Specialist, the Municipality of Partil- Edet. Working municipality wide with le. Supporting the operations managers rehabilitation and preventative and with all aspects concerning human health promoting efforts. Other im- resources. The primary focus is on portant areas of work are occupational rehabilitation, occupational health and health and safety, equality, as well as safety and labour legislation matters. cooperation and contact with the mu- HälsoGReppet’s local project leader in nicipality’s occupational health services. Partille municipality. HälsoGReppet’s local project leader in Lilla Edet municipality.

Maria Bergman Christer Larsson Head of HR, the City of Mölndal. Head of HR, the Municipality of Ste- Working strategically with HR issues in nungsund. Primarily focusing on HR the city’s board of directors in addi- matters such as recruitment, occupa- tion to the operative running of an HR tional health and safety, rehabilitation, department consisting of 45 people, wage strategy issues, negotiations, supporting the city’s 240 managers. labour legislation matters, etcetera.

Mattias Adolfsson Jenny Disfeldt HR Consultant, the City of Mölndal. HR Consultant, the Municipality of Ste- Working towards the social and labour nungsund, with a background in work market administration and the cultural psychology. Supporting managers with affairs and recreation administration, HR matters and assisting in overarching as well as working strategically within HR projects. HälsoGReppet’s local the city with occupational health and project leader in Stenungsund munici- safety. pality.

5 The delegation from Leeuwarden and Súdwest-Fryslân, The Netherlands

Sjoerd Feitsma Pieter Zondervan Deputy mayor Municipality Leeuwarden. Chief municipal My portfolio contains Culture, City and executive Municipality regional marketing, Events, Finance, So- Súdwest-Fryslân. cial inclusion. Major Projects in the field of Culture are: – Coordinator Leeuwarden - Friesland European Capital of Culture 2018, and Legacy – Interregional cooperation programme on Culture ‘We the North’

Reindert Hoek Martin Fierant City Manager Advisor public affairs Municipality Municipality Súdwest-Fryslân. of Leeuwarden Networking, lobbying, EU, international contacts and fundraising.

Daniëlle Cappetti Hans Kerkhoven Head of HR, Municipality Leeuwarden. Human Resource advisor, Municipality Responsible for management of team Súdwest-Fryslân . HR professionals. Also for implemen- Human resource policy, organisation ting the HR vision with spearheads development, integrity, recruitment. attract talent, sustainable employability (vitality), employer branding, HR process and organisation development.

Simone van Leeuwen Evelyn Doornbos Senior HR Advisor Municipality of HR Businesspartner, UWV WERKbedrijf Leeuwarden. district Noord Nederland. Municipality wide responsible for Sus- I operate within the business as a stra- tainable Employability. Other important tegic tactical discussion partner from an work is businessaccount partner for HR/organizational perspective. I coope- twentyfive managers. rates synergistically with the 1st or 2nd echelons manager. In addition, I am also responsible for the realization of division-wide and/or division-transcen- ding projects, themes and/or portfolios. Stella van Gent Alderman. Municipality of Súdwest-Fryslân

6 Gerrit van der Veen Arie van der Woerdt Regional Manager of UWV WERKbe- Director of the Medical Centre of drijf in Friesland. Leeuwarden. Responsible for Human I have a team of 6 operational mana- Resource management (including the gers & I am responsible for in total internal healthservice), cacility manage- 190 employees. Our core business is ment and purchase. leading the unemployed to work. This can be quite challenging in today’s job market, especially for the work disabled. Koos Komdeur Manager Learning and Development Marco Mestriner and manager MCL Harlingen (outpa- The last 16 years I am working as an tient clinic). certified occupational accessor. From Responsible for the L&D activities 2009 till now my specialisation is advi- for both employees of our learning cing in complex re-integration trajects, hospital and trainees from schools and concerning our own employees. universities. Operational manager of Beside of this I do have two other the outpatient clinic MCL Harlingen. roles: the one is instructor/teacher at the internal UWV professional school for occupational accessors. The other Eelco den Boer role is mediator, in case of conflict situations. Consultant strategic Learning & Deve- lopment. Generalist on L&D. Experience in various health care corporations. Responsible for company wide L&D Jan Feenstra programs and projects such as mana- Project leader, Pastiel and Empatec. gement and leadership development, Responsible for the absence guidance planning and control of learning activi- department in the private sector, and ties and strategic workforceplanning. responsible for all projects concerning in- and outflow of candidates with distance to the labour market. Ed Moolhuizen Medical director of Mensely. Responsible for about 170 occupational physicians working all over the Nether- lands, including the Municipality Le- euwarden. Facilitating the professionals in the legal and professional context of their job. And in particular responsible for the accountmanagement for the Municipality Leeuwarden.

Drs. Marcel Reijmerink Drs. Marcel Reijmerink (1963) has studied history, German language and risk management. He works as a HR expert within the Healthy Work Team of Ach- mea. Since 2010 Marcel Reijmerink is a member of the European healthmanage- ment--network ‘Enterprise for Health’, which is under the chairmanship of profes- sor Rita Süsmuth (former German minister of health and president of the German parliament). In 2008 and 2010 respectively he was awarded for international EU Model of Good Practices for the approach of physical health programs (Perugia) and mental health programs (Berlin). In 2017 Achmea received the international golden certificate “International Health Management and Quality”- standard. As an historian he published several books about the Second World War and the Cold War. In 2011 Marcel Reijmerink wrote a wide laudable book about work, health, care and living in a working-class quarter of the Dutch city Utrecht. His la- test book ‘Health by Work(ing)’ , about prevention, absenteeism and organisation culture, will be published in November 2018.

7 PROGRAM 14-16 november

A total of 35 representatives (Göteborg 22 people, other organizations about 15 people) will meet in Leeuwarden-Fryslân. The main goal of the study trip is to get inspired, to share knowledge and to share best practices in the field of sickness absence.

Day Time Topics Location

Wed Nov 15.00 Experience the Abe Bonnema exhibition Achmea, Sophialaan 4 , on the 26th floor of the Achmea tower Leeuwarden 14th and start of our meeting. We will discuss the issues “prevention of absenteeism” and “vitality programs”.

Thu Nov 08.30 Start of the day at HCL with a city walk Historisch Centrum 15th through the historic inner city of Le- Leeuwarden euwarden and start of our meeting at Stadhuis, Hofplein 38, the city hall. We will discuss the issue Leeuwarden “the role of the manager in case of sickness absence”. During this topic we pay attention to the procedures a manager must follow.

14.00 Meeting at MCL. We will discuss the MCL (Medical Center issue “leadership of the manager in the Leeuwarden), Henri Du- field of prevention and health issues” nantweg 2, Leeuwarden and zoom in on innovative ways to prevent failure of staff, particularly with regard to women in care jobs.

Fri Nov 08.00 Meeting at UWV. We will discuss the iss- UWV, Stationsweg 1-11, 16th ues “the commitment and role of a labor Leeuwarden expert, a company doctor and practice in the field”.

8 Dictionary

Svenska English Nederlands Aktivitetsersättning Activity compensation WAJONG Aktivitetsstöd Activity grant WW Arbetsgivare Employer Werkgever UWV, arbeidsbureau (werk.nl), Arbetsförmedlingen Public employment service re-integratie spoor 2, 3 Arbetsmiljö Working environment Werkomgeving Chef Manager Hoofd Fackförbund Trade union Vakbond Förebyggande av sjukfrånvaro Prevention of sick leave Preventie van ziekteverlof Företagshälsovård Occupational health services ARBO-arts of bedrijfsarts Försäkringskassan National social insurance agency UWV re-integratie spoor 1 Försörjningsstöd Economic support Bijstandsuitkering Föräldrapenning Parental benefit WAZO Hälsofrämjande Health promoting Gezondheidsbevordering Hälsovård (regional) Regional health care Gezondheidszorg Kommun Municipality Gemeente Re-integratiebedrijven 2e en 3e Kompletterande aktörer Additional actors spoor Ledarskap Leadership Leiderschap Lön Salary Salaris Processledare Facilitator Procesleider Projektkoordinator Project coordinator Projekt coördinator Projektledare Project manager Projectleider Vertegenwoordiger van de Projektägarrepresentant Owner representative eigenaar Psykisk hälsa Mental health Mentale gezondheid Region Region Regio Rehabilitering Rehabilitation Re-integratie Sjukersättning Sickness compensation WAO, WAZ Sjukfrånvaro Sick leave Ziekteverlof Sjukpenning Sickness benefit WIA (na 15 dagen ziek) Skyddsombud Safety representative Veiligheidsvertegenwoordiger Socialtjänst Social services Sociale dienst

9 Regional Labour Area Fryslân The province of Fryslân is a regional labour area, there are 35 of these regional labour areas in the Netherlands. Fryslân includes 24 municipalities, 3 sheltered employment agencies and the national social security agency (UWV). It is a network organisation combining local policies into a joint and shared execution towards employers and (jobless) employees. The capital of the province of Fryslân, Leeuwarden, is also the biggest municipality. Leeuwarden is a so-called centre municipality defining responsibilities for matters concerning the regional labour market. Since 2012 there has been a close cooperation between the partners mentioned above in regard to the vast amount of people who are unemployed, the gap between the supply and demand on the labour market, harmonisa- tion between incentives and tools of the different public services, bilateral consultations between local government/education/employers and a uni- form procedure and proposition towards employers in the area.

Leeuwarden-Friesland is European Capital of Culture in 2018. This is an international cultural project designed to promote the various cultures of Europe. Read more

Suitable work, works! Ten municipalities in the west of Friesland have started an unique pilot: Pastiel. The goal of our organisation is to find sustainable employment within a short timeframe for individuals receiving social security benefits. Read more

10 Municipality of Leeuwarden

Leeuwarden is located in the province of Fryslân. It has about 108.000 inhabitants and a liveable surface of 167,10 square kilometres. The city of Leeuwarden is the capital of the municipality and has about 96.000 inhabitants. A new HR vision was developed last year at the Municipa- lity of Leeuwarden. Our ambitions are to belong to the top 3 employers of large municipalities. The vision has 4 spearheads; attractive employership, sustainable employability (where vitality is part), attracting talent and the excellence execution. The spearheads are developed in projects, in collaboration with the organization and with multi disciplinary teams. The HR team of the municipality of Leeuwar- den employs over 20 professionals; they are responsible for operational, tactical and strategic HR issues, learning & development, recruitment and legal support. Personnel and salary administration is assigned to the finance department. There are more than 1450 employees within the Municipality of Leeuwarden, 25% of whom are external. The municipality is divided into different domains; urban development, social domain, security, public services and the shared service center where the supportive tasks take place.

Video links Meet Leeuwarden: https://www.youtube.com/watch?v=f-lNBDocpgo Meet Súdwest-Fryslân: https://www.youtube.com/watch?v=Y--EIts2X68

11 Municipality of Súdwest-Fryslân Súdwest-Fryslân is a municipality located in the province of Fryslân, one of the twelve provinces of The Nether- lands. It has close to 90.000 inha¬bi- tants who live in 89 cities and villages and a surface of 907 square kilometres, which makes it the largest municipality of The Netherlands. A municipality that matters on a provincial, regional national and international scale. The municipal organization employs around 900 people. Half of the inhabitants of Súdwest-Fryslân live in Bolsward en Sneek. Around 70% of employment can be found in these two cities. Súdwest-Fryslân is an entrepreneurial muni¬cipality with 5.000 businesses en over 30.000 jobs. We can boast economic dynamics and vitality and a growing employment rates. The organisation human resource policy is based on the assumption that to service the society properly it is essential that our workers feel fit and enjoy their work. eW have about Contacts: 900 permanent employees (and about 200 temporary) with 30 teams.Our philosophy is Project Leader HälsoGReppet: [email protected] that managers and employees are together responsible for their wellbeing and workplea- Head of Group at Göteborgsregionens labour market division: [email protected] sure. As organisation we help them with periodic health checks, risk analysis, anti-aggres- Contact municipality of Leeuwarden: [email protected] sion coordination, prevention workers etc. Prevention workers are normal employees in Contact municipality of Sudwest-Fryslân: [email protected] the organisation who, besides their normal work, have knowledge of workrisks (like lifting, officework, chemicals, agression). We also invest a lot in continuous development of -pe ople through courses, coaches and other development programmes to keep people fit and future proof. When employees can’t do their normal work because of an illness they must stay in close contact with their manager about work possilbilities and recovery. If other work is possible we organise it in the way that is best for recovery. Our average sick-absence is 3,79% in 2017. Average of municipalities in our range is 5,2%. We are also content that employees have a high intrinsic commitment to their work and our organisation. We believe that this is important for a healthy organisation. Contact: Hans Kerkhoven h.kerkhoven@sudwest- fryslan.nl

12 Contacts: Project Leader HälsoGReppet: [email protected] Head of Group at Göteborgsregionens labour market division: [email protected] Contact municipality of Leeuwarden: [email protected] Contact municipality of Sudwest-Fryslân: [email protected] Local projects

The Municipality of Ale

Ale municipality has 2300 staff members and roughly 100 managers. Managers and staff members working in the labour, safety and care sector 88 22 are the ones involved in HälsoGReppet. This sector entails work areas such as elderly care, disabilities, financial aid, individual and family 1212 1111 care and labour market. The labour, safety and care sector has about 40 managers and 800 staff 1 members. It is also the sector in Ale municipality 1 with the highest sick leave-rates, due to different 66 causes, primarily among nursing assistants. We have chosen to carry out training in health 77 promoting leadership for all managers within 3 the sector. The purpose of health promoting 3 10 leadership is to increase the well-being and 1313 10 health among staff members, and to take into consideration physical as well as mental factors, 44 and the leadership and organisation culture. The training will provide knowledge, inspiration and 99 understanding of the importance of working life in relation to the staff members’ health and 55 well-being. The content of the training is: – Strengthening the health promotion perspective in the systematic occupational health and safety work – Increase the awareness of health and precon- ditions for health – Encourage initiatives and initiators of health 1 Ale 8 Lilla Edet 2 Alingsås 9 Mölndal promotion efforts 3 Göteborg 10 Partille – Highlight health factors in the working place 4 Härryda 11 Stenungsund 5 Kungsbacka 12 Tjörn – Increase the knowledge of faciliatory and ob- 6 Kungälv 13 Öckerö structive factors in health promotion efforts 7 Lerum – Increase the knowledge of how approach, roles and responsibility among managers and Local projects in: Alingsås staff members can affect the sector’s development work. Härryda Kungsbacka This is done by consultants using dialogue Kungälv questions and providing support and inspiration Lerum to conversation and reflection. In addition to this, Lilla Edet facts resulting from research and development work and group exercises, aiming to carry the Mölndal participants’ own health promotion work for- Partille ward, will be used. The training will take place Stenungsund during three half-days, with a possible follow-up session. Back to GothenburgRegion Contact: Malin Olsson, [email protected].

14 Local projects

The Municipality of Alingsås The local project activity in Alingsås municipality was carried out in spring 2018. It consisted of training managers within the care and el- 88 derly care administration in healthy scheduling 22 through a concept developed by the hired consultant. The purpose of the training was 1212 1111 to contribute to increased knowledge among managers about what healthy scheduling contains and to provide tools for how the practi- 11 cal application can be done, using the digital 66 tool Time Care Planning. Increased knowledge was deemed to be necessary to being able 7 to have an impact on, and encourage partici- 7 pation among, staff members to change the 33 existing culture and work methods regarding 13 10 scheduling and staffing. 13 10 Healthy schedules need to be combined 44 with a sharp reduction in the use of temporary employees, employed by the hour, and 99 instead increase the proportion of staff members employed by the month, to ensure staffing stability and that the healthy scheduling 55 has the desired effect. The training was divided into three full days, and one half day for a follow-up session, and contained different themes such as resource economy, resource optimisation, change management and health aspects in relation to scheduling in accordance with Swedish regulation. 1 Ale 8 Lilla Edet Contact: Maria Wallmyr, 2 Alingsås 9 Mölndal [email protected]. 3 Göteborg 10 Partille 4 Härryda 11 Stenungsund 5 Kungsbacka 12 Tjörn 6 Kungälv 13 Öckerö 7 Lerum

Local projects in: Ale Härryda Kungsbacka Kungälv Lerum Lilla Edet Mölndal Partille Stenungsund

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15 Local projects

The Municipality of Härryda In Härryda municipality we want to strengthen the leadership role to achieve safer working 8 groups that contribute to increased health and 2 8 better quality. 2 We offer training to the managers within 12 11 elderly care with the aim of making visible the 12 11 way they perform leadership and to provide a wider range of strategies for leading their staff 1 members. 1 6 To support changes in leadership and st- 6 rengthen the relationships in the management group we will carry out collegial coaching. 7 During these coaching sessions the managers 7 share experiences and knowledge, with the 3 3 purpose of finding useful strategies for le- 13 10 ading their staff members. In addition, these 13 10 conversations contribute to establishing and 4 maintaining the theoretical aspects resulting 4 from the training sessions. 9 We will use Susan Wheelan’s Group Deve- 9 lopment Questionnaire (the GDQ) to measure 5 the progress to decipher if our efforts make 5 a difference on a group level. The results can also be used as a starting point for conversations about leadership strategies for the group’s development.

Contact: Magnus Ernfridsson, [email protected] 1 Ale 8 Lilla Edet 2 Alingsås 9 Mölndal 3 Göteborg 10 Partille 4 Härryda 11 Stenungsund 5 Kungsbacka 12 Tjörn 6 Kungälv 13 Öckerö 7 Lerum

Local projects in: Ale Alingsås Kungsbacka Kungälv Lerum Lilla Edet Mölndal Partille Stenungsund

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16 Local projects

The Municipality of Kungsbacka Kungsbacka municipality’s local project within HälsoGReppet will focus on increasing managers’ knowledge of, and insight into, beha- 8 8 2 viours that support and/or prevent health, as 2 shown by research and studies. There are clear connections between destructive leadership 12 11 12 11 behaviours and the well-being of staff members as well as the organisation’s success. The 1 competence enhancement is a continuation 1 of a previous training in transformational le- 6 6 adership carried out by the municipality. The purpose of the project is to add to the trai- 7 ning already received and provide knowledge 7 about leadership behaviours that will have 3 3 short and long-term consequences both for 13 10 individuals and the organisation, and that can 13 10 be perceived as destructive. 4 In the project, the efforts are being targeted 4 towards managers within individual and family 9 care, a labour intensive and female dominated 9 sector, which in part of its operation has re- 5 latively high rates of sick leave and high staff 5 turnover. They have also prior to the project already started working within the sector with creating an organisational working environment that gives the managers better conditions to be transformational leaders. The aim of the activities carried out in the project is for them to lead to sustainable leadership and working life, that is; the orga- 1 Ale 8 Lilla Edet nisation, managers and staff members keep 2 Alingsås 9 Mölndal and enhance their health with the leadership 3 Göteborg 10 Partille 4 Härryda 11 Stenungsund support. 5 Kungsbacka 12 Tjörn The training starts in the fall of 2018 and 6 Kungälv 13 Öckerö all managers within individual and family care 7 Lerum will take part in four training sessions between then and spring 2019. The project will also carry out a few efforts Local projects in: Ale focusing on supporting group development, Alingsås based on Susan Wheelan’s model. Härryda Kungälv Contact: Birgitta Rein, Lerum [email protected]. Lilla Edet Mölndal Partille Stenungsund

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17 Local projects

The Municipality of Kungälv In Kungälv we have chosen to run a project focusing on the organisational and social working environment in the transformation work 88 our preschool sector is now entering into. Our 22 ambition is to connect the project with already existing occupational health and safety efforts 1212 1111 taking place in the organisation, so that the training efforts intensify that work and create support for the managers and staff members 11 within the chosen sector, to ensure the desi- 66 red outcome.

The goals of the project are: 77 – To create a sustainable change in health promoting leadership among managers as 33 10 well as members of staff 1313 10 – To in a short time assist managers in creating interest in and commitment to the 44 issue among staff members 9 – To through increased knowledge and 9 competence among managers, through targeted transformational efforts, strengthen 55 staff members’ health and well-being and reduce sick-leave We are working together with a consultant who is a specialist in health promoting organisational and social working environment work. The training efforts we are undertaking consist of one full day and five half days for managers, during a period of 12 months, and an 1 Ale 8 Lilla Edet additional half day for a follow up workshop, 2 Alingsås 9 Mölndal 3 Göteborg 10 Partille six months after the last training session. The 4 Härryda 11 Stenungsund managers will also receive support and gui- 5 Kungsbacka 12 Tjörn dance to on at least three occasions carry the 6 Kungälv 13 Öckerö training with them directly into their respecti- 7 Lerum ve teams. Contact: Åsa Leffler Local projects in: Ale [email protected] Alingsås Härryda Kungsbacka Lerum Lilla Edet Mölndal Partille Stenungsund

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18 Local projects

The Municipality of Lerum The target group for the local project is staff members working in the preschool sector. The purpose is to strengthen the individual 88 through methods based on research in neuro- 22 logy and behaviour, by knowing how to deal with stress and increase the awareness of how 1212 1111 our body and mind works and what we need to feel good. Lerum has in recent years had an increase 11 in sick-leave among staff members working 66 in preschools, and it’s mainly due to mental health issues. When analysing the sick-leave 77 in a couple of the preschool units, managers found that a lot of the problems staff mem- 33 bers experience are outside of work, or in 13 1010 combination with work and private life. We 13 therefore see the need for efforts on an in- 44 dividual level, to avoid sick-leave and poor health by providing individuals with tools that 99 can help them deal with life at large, both work-related demands as well as demands found in their private lives. 55 The efforts consist of an individual conversation and three group sessions. The last group session at the end of the program is a follow-up conversation where the participants’ experiences are evaluated. During these sessions the participants have the opportunity to share their own experiences relating to health and stress. That way, the 1 Ale 8 Lilla Edet efforts and tools can be directed to the indivi- 2 Alingsås 9 Mölndal 3 Göteborg 10 Partille dual’s needs. Together with the consultant and 4 Härryda 11 Stenungsund in the group, the participants help each other 5 Kungsbacka 12 Tjörn find balance and wellbeing in day-to-day life, 6 Kungälv 13 Öckerö 7 Lerum by sharing insights and reflect as a group. The consultant is using a concept called 10 good habits; food & exercise, physical activity, po- Local projects in: Ale sitive thought, stress management, learn new Alingsås things, repetition, change & challenge, make Härryda your own decisions, friends & relationships, Kungsbacka and sleep. Kungälv Contact: Maria Ringkvist, Lilla Edet [email protected]. Mölndal Partille Stenungsund

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19 Local projects

The City of Lilla Edet The local project is divided into two parts: Part 1: Transformational Leadership All managers in the Municipality of Lilla Edet 88 will take part in transformational leadership 22 training. Transformational leadership supports the manager’s development through increased 1212 1111 knowledge and awareness, as well as supports them to increasingly use leadership behaviours which stimulates staff members and others, as 11 well as themselves. Through targeting all mana- 66 gers within the municipality, the managers get a common platform which also provides a strong- 7 er sense of security for the manager, in addition 7 to a stronger sense of community among the 33 managers. Research shows that a secure and 13 10 good leadership is one of the most important 13 10 working environment factors in the workplace, 4 and in the long run positively affects both sick 4 leave rates and staff turnover. 9 Part 2: Workplace Health Promotion 9 In part two, that is, when the manager has taken part in the transformational leadership 55 training, joined training for manager, safety representative and health promoter, a so called ”triad”, is carried out. The training efforts take place in a process focused manner, using both lectures and workshops. The purpose of part two of the project is for the ”triad” to get a common view on health, and for them to jointly develop action plans for their 1 Ale 8 Lilla Edet continued work with workplace health promo- 2 Alingsås 9 Mölndal tion. The aim is for the ”triad” to acquire com- 3 Göteborg 10 Partille mon tools which can be used in the respective 4 Härryda 11 Stenungsund 5 Kungsbacka 12 Tjörn workplaces and as part of the systematic occu- 6 Kungälv 13 Öckerö pational health and safety work. 7 Lerum The joint training efforts will deal with areas within occupational health and safety: What does health promotion work contain? What do Local projects in: Ale the different roles look like? How can managers, Alingsås safety representatives and health promoters Härryda work together to jointly develop the health promotion work? Kungsbacka The health promoter and safety representa- Kungälv tive will also provide the project with a broader Lerum staff member perspective. Mölndal Partille Contact: Victoria Haglund Ackermann Stenungsund [email protected] Back to GothenburgRegion

20 Local projects

The City of Mölndal The City of Mölndal, the city’s care and welfare administration and its technical administration have jointly decided to work with health 88 promotion efforts. The overarching work will 22 focus on health promoting leadership. How a manager leads and runs the work 1212 1111 affects the health of all staff members. The mission is therefore to break with the current culture and practice, and create development 11 towards a future, and establish models for the 66 health promotion work, where leadership is an important component. In order to construct a 77 health promoting organisation and work long term all managers, about 60 in total, will take 33 part in a 3-day training in health promoting 13 1010 leadership. 13

The goals are: 44 1. To reduce the high rates of sick leave and hence strengthen staff members’ health and 99 well-being. 2. To reach positive effects in general, re- 55 garding health and healthcare. Increase the awareness of health, as well as to increase the experienced level of health with factors such as well-being, participation, and community.

Contact: David Mattsson [email protected] 1 Ale 8 Lilla Edet 2 Alingsås 9 Mölndal 3 Göteborg 10 Partille 4 Härryda 11 Stenungsund 5 Kungsbacka 12 Tjörn 6 Kungälv 13 Öckerö 7 Lerum

Local projects in: Ale Alingsås Härryda Kungsbacka Kungälv Lerum Lilla Edet Partille Stenungsund

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21 Local projects

The Municipality of Partille The local project will focus on training in healthy scheduling for managers. The reason being that we have found that the munici- 88 pality is using a high number of temporary 22 employees, employed by the hour, which we feel the need to reduce. We can see strong 1212 1111 connections between high rates of sick leave and high usage of temporary employees within health and social care services. 11 We believe that by becoming better at 66 scheduling we will be able to reduce the use of temporary employees and thereby also 77 reduce the sick leave. Reducing the use of temporary employees and instead increase 33 the proportion of staff members employed by 13 1010 the month is Partille municipality’s greatest 13 challenge which motivates us in our work with 44 the local project. The project is an opportunity to get a good start in the work with an issue 99 of high priority. To work with healthy scheduling is a way to reduce the staff turnover by preventing sick 55 leaves while at the same time anticipating it to create an efficiency in the operation which is positive for the members of staff. The training in healthy scheduling is ex- pected to contribute to increased knowledge among the managers about what healthy scheduling contains and to provide tools for how the practical application can be done. In- 1 Ale 8 Lilla Edet creased knowledge among the managers is a 2 Alingsås 9 Mölndal 3 Göteborg 10 Partille precondition to be able to change the existing 4 Härryda 11 Stenungsund culture and practice when it comes to schedu- 5 Kungsbacka 12 Tjörn ling and staffing. 6 Kungälv 13 Öckerö 7 Lerum

Contact: Helen Persson, [email protected]. Local projects in: Ale Alingsås Härryda Kungsbacka Kungälv Lerum Lilla Edet Mölndal Stenungsund

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22 Local projects

The Municipality of Stenungsund Within the framework of HälsoGReppet, Ste- nungsund municipality is working to get a collec- tive grip on health-related issues. We are doing 88 this by working with five focus areas. 22 1. Municipality wide routines for sick leave and rehabilitation measures: For example, to con- 1212 1111 tinue to act on early signs of illness, that the employer takes charge no matter the cause of illness (private or work related), and to 11 connect the occupational health care services 66 early on. 2. Follow up sick leave-rates on an individual, 77 group and organisational level: For example, by meeting boards of directors and ma- 33 nagers to go over the sick leave-rates and 13 1010 discuss organisational measures, such as trai- 13 ning efforts, for health promoting purposes. 44 3. Targeted efforts for staff teams and managers: For example, coaching and manage- 99 ment support through the occupational health services, leadership support and st- rengthened HR support. 55 4. Health promotion efforts: Through health promotion efforts where Stenungsund municipality’s local project plan is to focus on strength-based development, with the focus group being the sector health and social care. The effort is targeted towards all staff members. Managers, health coaches and safety representatives have received a few extra 1 Ale 8 Lilla Edet hours of training in the strength-based way 2 Alingsås 9 Mölndal of thinking and the methods. During 2018 3 Göteborg 10 Partille a staff survey is being carried out and the 4 Härryda 11 Stenungsund 5 Kungsbacka 12 Tjörn administration’s work with strength-based 6 Kungälv 13 Öckerö development will be connected to the mu- 7 Lerum nicipality’s action plan based on the results from the staff survey. 5. Systematic occupational health and safety Local projects in: Ale work and cooperation agreement: Stenung- Alingsås sund municipality has had municipality wide Härryda projects with union parties addressing sys- Kungsbacka tematic occupational health and safety work Kungälv during 2017, and now during 2018 with focus Lerum on developing participation and furthering Lilla Edet the occupational health and safety work by Mölndal developing our local cooperation agreement. Partille

Contact: Jenny Disfeldt, Back to GothenburgRegion [email protected].

23 Local projects

Pastiel – Suitable work, works! Ten municipalities in the west of Friesland have started an unique pilot: Pastiel. The goal of our organisation is to find sustainable employment within a short timeframe for individuals receiving social security benefits. Substantial preparation: coaching, training and education We prepare potential employers, among which are craftsmen/women and entrepreneurs, thoroughly for their next step in the employment market. We use a variety of tools: • Offering them experience on the job and traineeships in trade of industry or in one of our internal work companies • Testing them on skills and know-how • Offering them coaching, training and education A job coach accompanies our clients in the workplace at the company. We support the client and the employer with customized coaching on the job.

The right match We believe in an integrated approach; one team of professionals assigned to employers and potential employees. The key to success is that Pastiel has of good knowledge of your company. This enables us to offer you suitable personnel. Due to our intensive and personal approach, our coaches and account managers understand what kind of personnel you demand. And connect you to the right person for the job. We provide our clients with a variety of workshops and trainings. Together with employers we come up with customized arrangements, so all parties can benefit. Our result: the right match.

What exactly is 1st and 2nd track? 1st track reintegration When an employee (temporarily) cannot execute his/her own tasks anymore, due to illness or disabi- lity, an alternative position needs to be found in which the employee can keep working. Performing substitutive activities at another employer, we call the 1st track. Pastiel has a unique approach for this, which consists of the in-house trade divisions and our network. The employee can carry out temporary substitutive activities within Pastiel/Empatec or at about 30 organizations which have committed themselves to this approach. There is a choice from several departments and locations, we will together with the employee find a fitting position, while reckoning with the advice given by the company doctor and/or the occupational expert. During this period of guidance file keeping is a standard procedure and a coach will be assigned. The employee continues to work on his or her reintegration and recovery. When during this period of guidance it turns out that a return to former tasks is infeasible, Pastiel can contribute in a course aimed at finding a new position at another employer. This we call 2nd track reintegration. 2nd track reintegration A different “track” has to be deployed. This means that the employee cannot execute his/her former tasks anymore, now nor in the future. A new position has to be found at another employer. We provide guidance to the employee during this process. In addition to the employer, also UWV has cer- tain expectations from this course of guidance. Pastiel is well-informed about law and regulation and UWV-directives, and can make sure that the employer is not burdened with sanctions or raised premi- ums. Together with the employee, we will explore which (feasible) job opportunities (s)he has. Our approach is practical and aimed at taking action together, to find that new position.

24 FACTSHEET Leeuwarden

> 100.000 Alle municipalities

Employees

Per 1.000 inhabitants Per 1.000 inhabitants

Average age: > 100. Average age: Leeuwarden

Staff in employees in 2017 Staff in Full Time Equivalents (FTE) in 2017

Leeuwarden > 100.000 inhabitants All municipalities Leeuwarden > 100.000 inhabitants All municipalitties

Employees 1 059 36 920 160 810 In FTE 976 32 930 140 980

Per 1.000 inhabitants 9,7 8,6 9,4 Per 1.000 inhabitants 9,0 7,7 8,3

Average age of staff in FTE per age group in 2017

Leeuwarden Average age: 48,8 jaar > 100.000 inhabitants Average age: 48,4 jaar All municipalities Average age: 48,3 jaar

60 jaar en ouder 19% 60 jaar en ouder 16% 60 jaar en ouder 16% 55 tot 60 jaar 16% 55 tot 60 jaar 17% 55 tot 60 jaar 17% 45 tot 55 jaar 29% 45 tot 55 jaar 32% 45 tot 55 jaar 32% 35 tot 45 jaar 24% 35 tot 45 jaar 22% 35 tot 45 jaar 22% 25 tot 35 jaar 11% 25 tot 35 jaar 11% 25 tot 35 jaar 11% Jonger dan 25 jaar 0% Jonger dan 25 jaar 1% Jonger dan 25 jaar 1%

0% 10% 20% 30% 40% 50% 0% 10% 20% 30% 40% 50% 0% 10% 20% 30% 40% 50%

Employee sexpercentage New employees, flow through and exit of employees. 12,0% Leeuwarden 41% 59% Man >100.000 inwoners (excl. G4) 53% 47% 10,0% Vrouw 10,0% 10,0% 10,1% Alle gemeenten 52% 48% 8,0% 0% 50% 100% 7,4% 7,4% 6,0% Parttime percentage 4,0% 4,0% Leeuwarden 0,92 3,4% 3,1% 2,0% >100.000 inwoners (excl. G4) 0,89 0,0% Alle gemeenten 0,88 Leeuwarden >100.000 inwoners (excl. G4) Alle gemeenten 0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1 Instroom Doorstroom Uitstroom Percentage of sick absence in 2017 Frequence of sick absence notifications per empoyee Alle > 100.000 municipalities > 100.000 Leeuwarden 7,1% Leeuwarden Employees Per >100.0001.000 inhabitants inwoners (excl.… 5,4% >100.000Per 1.000 inwoners inhabitants (excl. G4) 1,07

Alle gemeenten 5,4% Alle gemeenten 1,05

0,0% 2,0% 4,0% 6,0% 8,0% 0,0 0,2 0,4 0,6 0,8 1,0 1,2 1,4 1,6 1,8 2,0

Structure of sick absence: Percentage of employees with no sick absence Average age: > 100.00Average age:

Leeuwarden

Leeuwarden 1,0% 1,1% 5,0% >100.000 inwoners (excl. G4) 42%

Alle gemeenten 43% >100.000 inwoners (excl. G4) 1,0% 0,8% 2,6% 1,0% 41% 41% 42% 42% 43% 43% 44%

Alle gemeenten 0,9% 0,9% 2,8% 0,8%

0% 1% 2% 3% 4% 5% 6% 7% 8% Kort (max. 7 kalenderdagen) Middellang (8 t/m 42 kalenderdagen) Lang (43 t/m 365 kalenderdagen) Extra lang (366 t/m 730 kalenderdagen)

Municipallity absence norm and best practice in 2017

Gemeentelijke Verzuimnorm (25%)* Best practice* ↑100.000+ inwoners (incl. G4) 4,9 4,1 ↑100.000+ inwoners (excl. G4) 4,8 4,1 50.000 tot 100.000 inwoners 4,8 2,4 20.000 tot 50.000 inwoners 4,5 3,0 ↓20.000 inwoners 3,4 1,7 * 25 procent van de gemeenten per gemeentegrootteklasse heeft een ziekteverzuimpercentage dat lager is dan het genoemde percentage. ** Laagste ziekteverzuimpercentage per gemeentegrootteklasse. Hiring of external personal in percentage of the total cost of employees. Average budget and real expences on education per employee Alle > 100.000 municipalities > 100.000 € 1 133 Employees Leeuwarden € 1 133 >100.000 inwonersPer 1.000 (excl. inhabitants G4) 20% Per 1.000 inhabitants € 1 152 >100.000 inwoners (excl. G4) € 1 118

€ 1 003 Alle gemeenten 17% Alle gemeenten € 1 073

> 100.00Average age: € 0 € 400 € 800 € 1 200 € 1 600 € 2 000 € 2 400 0% 5% 10% 15% 20% Besteed Begroot

Indien u meer gegevens wenst te ontvangen over uw eigen gemeente of bijvoorbeeld uw regio of provincie, neem dan contact met ons op via [email protected] FACTSHEET Súdwest-Fryslân

All municipalities

Employees

Per 1.000 inhabitants Per 1.000 inhabitants

Average age: year Average age:

Municipality absence norm (best 25%)* Súdwest-Fryslân

Staff in employees in 2017 Staff in Full Time Equivalents (FTE) in 2017

50.000 - 100.000 50.000 - 100.000 Súdwest-Fryslân inhabitants All municipalities Súdwest-Fryslân inhabitants Alle gemeenten

Employees 883 29 460 160 810 In FTE 757 25 740 140 980

Per 1.000 inhabitants 10,5 8,2 9,4 Per 1.000 inhabitants 9,0 7,1 8,3

Average age of staff in FTE per age group in 2017

50.000 - 100.000 Súdwest-Fryslân Average age: 48,3 year Average age: 48,4 jaar All municipalities Average age: 48,3 jaar inhabitants

60 jaar en ouder 15% 60 jaar en ouder 16% 60 jaar en ouder 16% 55 tot 60 jaar 17% 55 tot 60 jaar 18% 55 tot 60 jaar 17% 45 tot 55 jaar 32% 45 tot 55 jaar 32% 45 tot 55 jaar 32% 35 tot 45 jaar 23% 35 tot 45 jaar 22% 35 tot 45 jaar 22% 25 tot 35 jaar 11% 25 tot 35 jaar 11% 25 tot 35 jaar 11% Jonger dan 25 jaar 1% Jonger dan 25 jaar 1% Jonger dan 25 jaar 1%

0% 10% 20% 30% 40% 50% 0% 10% 20% 30% 40% 50% 0% 10% 20% 30% 40% 50%

Employee sexpercentage New employees, flow through and exit of employees.

16,0% Súdwest-Fryslân 44% 56% Man 14,0% 50.000 tot 100.000 inwoners 49% 51% Vrouw 12,0% 13,4% Alle gemeenten 52% 48% 10,0% 0% 50% 100% 10,1% 10,1% 8,0% 8,3% Parttime percentage 7,5% 7,4% Municipality absence norm (best 25%)* 6,0% ↑100.000+ inhabitants (incl. G4) 4,0% ↑100.000+ inhabitantsSúdwest-Fryslân (excl. G4) 0,86 4,1% 50.000 tot 100.000 inhabitants 2,0% 3,1% 3,1% 50.000 tot 100.000 inwoners 0,87 20.000 tot 50.000 inhabitants 0,0% ↓20.000 inhabitantsAlle gemeenten 0,88 * Best 25 % of the municipalities in this sizegroup. Súdwest-Fryslân 50.000 tot 100.000 inwoners Alle gemeenten ** Best practice per size group. 0 0,1 0,2 0,3 0,4 0,5 0,6 0,7 0,8 0,9 1 Instroom Doorstroom Uitstroom Percentage of sick absence in 2017 Frequence of sick absence notification per empoyee

All municipalities Súdwest-Fryslân 3,8% Súdwest-Fryslân 0,92 Employees Per50.000 1.000 tot inhabitants 100.000 inwoners 5,2% 50.000Per tot 1.000 100.000 inhabitants inwoners 1,03

Alle gemeenten 5,4% Alle gemeenten 1,05

0,0% 2,0% 4,0% 6,0% 0,0 0,2 0,4 0,6 0,8 1,0 1,2 1,4 1,6 1,8 2,0

Structure of sick absence: 0-7 days, 8-42 days, 43-365 days, 365 - 730 days Percentage of employees with no sick absence Average age: year Average age:

Súdwest-Fryslân 48%

Súdwest-Fryslân 0,7% 0,5% 1,9% 0,7% 50.000 tot 100.000 inwoners 46%

Alle gemeenten 43% 50.000 tot 100.000 inwoners 0,8% 0,7% 2,9% 0,8% 40% 42% 44% 46% 48% 50%

Alle gemeenten 0,9% 0,9% 2,8% 0,8%

0% 1% 2% 3% 4% 5% 6% Kort (max. 7 kalenderdagen) Middellang (8 t/m 42 kalenderdagen) Lang (43 t/m 365 kalenderdagen) Extra lang (366 t/m 730 kalenderdagen)

Municipallity absence norm and best practice in 2017 Municipality absence norm (best 25%)* Best practice* ↑100.000+ inhabitants (incl. G4) 4,9 4,1 ↑100.000+ inhabitants (excl. G4) 4,8 4,1 50.000 tot 100.000 inhabitants 4,8 2,4 20.000 tot 50.000 inhabitants 4,5 3,0 ↓20.000 inhabitants 3,4 1,7

* Best 25 % of the municipalities in this sizegroup. ** Best practice per size group. Hiring of external personal in percentage of the total cost of employees. Average budget and real expences on education per employee All municipalities € 1 699 Employees Súdwest-Fryslân Súdwest-Fryslân 19% € 1 699 Per 1.000 inhabitants Per 1.000 inhabitants € 1 085 50.000 tot 100.000 inwoners 50.000 tot 100.000 inwoners 15% € 1 166

€ 1 003 Alle gemeenten Alle gemeenten 17% € 1 073

Average age: € 0 € 400 € 800 € 1 200 € 1 600 € 2 000 € 2 400 0% 5% 10% 15% 20% Besteed Begroot

Indien u meer gegevens wenst te ontvangen over uw eigen gemeente of bijvoorbeeld uw regio of provincie, neem dan contact met ons op via [email protected]