Welfare Technology Tool Box

1 PROJECT: Connect – Collecting Nordic Best Practice Within Welfare Technology

CONNECT

Published by Nordic Welfare Centre

Project Manager: Dennis C Søndergaard Author: Dennis C Søndergaard Responsible publisher: Ewa Persson Göransson Graphic design: Idermark & Lagerwall Reklam AB ISBN: 978-91-88213-16-7

Nordic Welfare Centre Box 1073, SE-101 39 Stockholm Visiting address: Drottninggatan 30 Phone: +46 8 545 536 00 [email protected]

Nordic Welfare Centre c/o Institutet för hälsa och välfärd PB 30, FI-00271 Helsingfors Visiting address: Mannerheimsvägen 168 B Phone: +358 20 741 08 80

The report can be requested in printed format or be downloaded from www.nordicwelfare.org

2 Content

Foreword...... 5 Background...... 6 Methodology and approach...... 8 Introducing the process and toolbox...... 11 Step 1: Vision...... 13 Step 2: Strategy...... 19 Step 3: Communication plan...... 25 Step 4: Needs analysis...... 31 Step 5: Market screening...... 37 Step 6: Evaluation model...... 43 Step 7: Procurement model...... 49 Step 8: Implementation model...... 55 Step 9: Effect-monitoring...... 63 Reference list...... 69

3 4 Foreword

Welfare technology has increasingly been on Yet the toolbox is not just the advice given by both the political and media agenda during the experts, but is also based on practical expe- last five to seven years. Yet despite this great rience and municipal ”best practice”, as it is interest and intensive hype, perhaps not as created by ten of the Nordic region’s leading many new solutions have been implemented municipalities in the welfare technology area, as might have been expected. The over 1,200 in cooperation with a number of national au- Nordic municipalities have faced challenges in thorities. transforming interest and projects into implemented solutions and innovative new everyday Nordic Welfare Centre hopes that this pub- lives for staff and citizens. lication and this toolbox can help to promote welfare technology initiatives in the respective This publication, and the CONNECT project countries, and also to promote cooperation overall, addresses some of the problems faced across national borders in the Nordic region. by the Nordic municipalities in their work with welfare technology: How can we capitalise We hope that you will find both the toolbox more on our projects? How do we ensure that and the publication useful. the knowledge we gather is integrated in the municipal organisation? How can we become better at sharing our knowledge and experi- Enjoy your reading! ence, rather than thinking that we each need to reinvent the wheel? How can we strengthen the joint Nordic market for welfare technology? How do we ensure that staff see technology as a co-player? The issues to be tackled are numerous and complicated. CONNECT gath- Ewa Persson-Göransson ers these threads to create the first complete Nordic toolbox for how municipalities can work Director with welfare technology on the best possible Nordic Welfare Centre basis.

5 Background

The CONNECT project is conceived for and and social affairs who already had placed wel- funded by a special program overseen by The fare technology as a high priority. Nordic Council of Ministers, called “Sustaina- ble Nordic Welfare”. This program was initi- The task for NVC was to design and complete a ated to ensure the long term sustainability of project that strengthened the general compe- the Nordic welfare model. The Nordic model tence level and implementation power within has received increasing international interest welfare technology in the public sector in all of for its ability to create both high quality social the five Nordic countries. welfare and economic growth, but future demographic and economic challenges, facing Within this framework, NVC chose to design both the Nordic region and most of the west- a project directed at the over 1200 municipal- ern world, threaten its continued success. The ities in the Nordic region. Municipalities are the program “Sustainable Nordic Welfare” was main service providers within the Nordic wel- designed to address some of these challenges fare model and they are also the sector level with a special focus on healthcare, the labour most directly involved in working with welfare market, and education. technology today – so a project with municipalities as the main target group would have As the Scandinavian term “welfare technol- the greatest impact. ogy” had gained considerable momentum as a new tool to innovate public healthcare in all From here NVC looked at the municipal chal- five Nordic countries, “Sustainable Nordic Wel- lenges when working with welfare technology fare” was looking for a project within welfare – Are they similar across the Nordic borders? technology in the program. The task fell to the Are we facing the same problems? – in short, Nordic Welfare Center, NVC, an institution does it even make sense to cooperate at a Nor- under the authority of the Nordic Council of dic level within this field? Ministers, working with issues within health

6 The answer was a resounding ‘yes’. It turns out, already done. Too many municipalities that in spite of obvious differences in develop- tend to think that they are unique – their ment, marked strength, and competence level citizens are unique, their organization is across the Nordic region, we all seem to be unique, etc. This means that whatever oth- facing the same basic problems when trying ers have done before, simply does not apply to work with welfare technology. These main to them. This “not invented here” thinking issues are: produces too many similar projects, which wastes valuable resources. • Too many projects with too little end-product: A common Nordic problem. Municipal- • Weak common Nordic market: Surprisingly ities love projects, for various reasons, but the common Nordic market for welfare unfortunately they remain projects and are technology is fragmented. The Danish pub- often run as something extra and not as lic sector prefers to buy from Danish sup- an embedded part of the actual, everyday pliers, Swedish from Swedish etc. This does service delivery. This means that the knowl- not apply to traditional assistive technol- edge obtained in the projects remains ogy, but as soon as something becomes within the projects and is never integrated digital the markets weaken. This remains a into the wider organization. This results in barrier, naturally more so for the weakest municipalities jumping from project to pro- of the Nordic markets. ject with very little actual implementation or end-product. Overcoming these challenges and raising the knowledge and awareness regarding welfare • We are all unique: We are still not good technology at a municipal level would prove a enough at sharing knowledge and experi- significant boost for welfare technology in the ences – acknowledging what others have five Nordic countries.

7 Methodology and approach

The idea to counter the aforementioned chal- becomes an implemented solution. lenges was to first create the optimal process • Helping suppliers. Although indirectly, for working with welfare technology. For each having a common Nordic frame will help step in this process, we would create a best suppliers sell across the Nordic borders. If practice tool kit. This would give everyone easy we use the same framework, we will ask access to best practice knowledge and it would the same questions making it easier for help municipalities gain a structured approach suppliers. to working with this area. To understand more about the process and The connect process and toolbox aims to: toolkit see the section: Explaining the CON- NECT process. • Provide knowledge and experience. Hopefully having a validated Nordic tool- It was important for CONNECT that both the box would help raise the general compe- process and the toolkit were formed via a bot- tence level, as knowledge is gathered and tom-up process, meaning that the best prac- readily available. tice knowledge that the process and toolkit contains should actually come from the munic- • Create a common frame for working with ipalities themselves. For this reason, it was welfare technology. Meaning if we all decided that the project consortium behind work within the connect frame, sharing CONNECT should consist of ten Nordic munic- experiences is much easier, as we know ipalities, two from each country – and they we all follow similar models or similar should be recognized as front-runners within guidelines. If Copenhagen knows that welfare technology in their respective coun- Oslo has already evaluated a given tech- tries. The selection process was carried out by nology, using the same or a similar evalu- NVC in cooperation with national players such ation model to themselves, then sharing as the respective national organizations for experiences and learning from each other local and regional governments. For Norway, a becomes much easier. special consideration was made. Given the fact that Norway had a newly-established national • Structure helps embedding knowledge. program for welfare technology, in which more By working with a structured approach than 30 municipalities participated, it was like connect, it will help you realize the important that the two Norwegian partici- complexity of working with welfare tech- pants in CONNECT also participated in the nology. This insight will help you follow National program, to ensure synergies and the steps and integrate your projects into mutual learnings from each project. your organization better – to better learn and to optimize the chance that project

8 In the end the following ten municipalities were selected: Denmark: Aarhus and Odense. Finland: Oulu and South Karelia. Iceland: Rey- kjavik and Akureyri. Norway: Lindås and Lister. Sweden: Västerås and Gothenburg.

These municipalities formed the main core of the CONNECT project consortium. But, it is important for CONNECT that the process and tools created can be used by all municipalities across the entire Nordic region. So, to counter any bias the above composition of municipalities may give, we decided to include certain relevant national authorities to give input along the way. This is to ensure that our guidelines etc. were equally useful in a metropolitan municipality as well as a rural municipality. The national authorities giving input in CONNECT are: Denmark: KL (National organization for local governments). Finland: THL (National institute for health and welfare). Iceland: Min- istry for Welfare. Norway: KS (National organization for local governments) and The Nor- wegian directorate for eHealth. Sweden: SKL (National organization for regional and local governments) and The Swedish agency for participation.

You can read more about each participant in the “Participants” chapter.

The first objective for the project was to agree on the process. The team agreed on a nine step process, which in theory is linear. We say in theory, as we realize that in real life steps may intertwine – but thinking of the process as chronological can help you gain structure in your approach to working with welfare technology, and also ensure that you have thought it through and covered all bases.

9 The steps were created using the following the definition of welfare technology and also process: NVC sent out a template, gathering motivation for working with welfare technol- information from the municipalities. This input ogy, more compromises were expected. But, as was then compiled into the first draft of the the project started to take form, it turned out step. This first draft was then discussed in each that the ten municipalities were very much in country, through a national meeting between line, creating both the process and each step. municipalities and authorities from each coun- Naturally there have been discussions along CONNECTtry. Each country then sent feed-back to NVC, the way and some had a greater focus and who, in return, produced a second draft. This competence within certain steps than others, second draft was then discussed in a common but overall welfare technology remains an obvi- decision meeting which all participants joined ous area for Nordic cooperation, as our service

C NNECT : Collecting Nordic Best Practice Within Welfare Technology

in. The resulting third draft was then open for delivery and mindset towards public sector input from other municipalities or relevant innovation is very much alike. Furthermore, CONNECTplayers, in a listening process. During the CON- this is an area in which we can all learn from NECT project period, more than fifty munici- each other. Working with Cwelfare technology NNECT palities gave input regarding the steps. The is complex and tightly connected with service external input was discussed during the follow- delivery, organization, staff, end users, etc. The ing decision meeting, meaning in the end it was many aspects mean that you can always find still the CONNECT municipalities deciding the inspiration and learn from others, even if you final content of each step. are among the absolute best within this area. The ten participating municipalities did not Nordic cooperation: only learn from each other during the project, Three years of close cooperation between ten it also facilitated closer cooperation between very different municipalities and seven national them. Closer cooperation not only across bor- authorities from five different countries nat- ders, but also between the municipalities from urally had its challenges, but turned out each country, a very positive by-product from smoother than expected. Due to differences this project. among the countries, both when it comes to

10 Introducing the process and toolbox

The process is designed as a guideline for work- though some are more specific to working with ing with welfare technology within a munici- welfare technology. pality. These are the nine steps you need to be mindful of in order to optimize your chances of CONNECT would like to underline that the success and to optimize the chance that your above process is meant as inspiration and project becomes an implemented solution. assistance. We are not trying to tell municipalities what to do or how to do it – everyone 1. Vision is free to pick and choose. You can use it all in 2. Strategy the chronological order it was conceived, or 3. Communication Plan you can choose the steps that fit your organi- 4. Needs-Analysis zation and simply let those inspire you. We do 5. Market Screening however recommend you at least consider the 6. Evaluation Model entirety of the process, to ensure your work 7. Procurement Plan with welfare technology is properly integrated 8. Implementation Model in your organization. 9. Effect Monitoring When going through each step of the toolbox, Unsurprisingly, many of the steps you would you will find a small introductory text for each also find in any other innovation process, step stating what this step means and why it is important to the entire process.

11 It is also important for the CONNECT team to The steps themselves are thought of as a tool- underline that while we consider this to be best box. It is a relatively short document offering a practice, it does not necessarily mean that all few general recommendations, a range of spe- ten municipalities have done all of the steps cific guidelines based on experience from the exactly as they are presented here. All ten ten CONNECT municipalities, and a ‘methods municipalities have experience with all steps and tools section’ in which we point towards and all ten municipalities agree that this is existing methodologies that the municipalities best practice, based on their experience – but have found useful. For instance, in the step for it does not mean that all ten for instance have ‘evaluation model’, we point towards 4-5 dif- a specific procurement plan for welfare tech- ferent models and it is then up to the reader nology. The ten CONNECT municipalities are which evaluation model they think will best among the prime movers, learning as they go – fit their purpose and their approach. Finally, this document and these steps are for collect- there is the examples section – which is merely ing that knowledge and these experiences for meant as a teaser. It does contain links, but we others to follow and to avoid some of the chal- encourage readers to contact the municipali- lenges they faced (for instance by not doing ties for more detailed information. one or more of the above steps). All steps contain a section in the end, called “practical expe- We hope you find our toolbox useful and wel- rience”. This consists of examples of the given come any input you may have. step from the ten CONNECT municipalities. However, not everything is available through links – so to get practical examples you will, in many cases, need to contact the municipalities directly (contact information is provided under the “participants” section). You are welcome to contact all ten municipalities, even if they are not mentioned in the given example section. Due to space restrictions in this publication, it is also likely that you will find more detailed information and more examples on our webpage: www.nordicwelfare.org/connect

12 StegStep 1: Vision

13 14 What is it, and why is it important tional divides. Consider whether a vision on for the entire process of working with welfare technology is better served in com- welfare technology? bination with other overall agendas – for A vision is quite simply an understanding of instance innovation – to ensure organiza- ‘Why are we doing this? What do we want to tion-wide anchoring. achieve by working with welfare technology? What are our goals and ambitions?’ It can be Similarly, if your municipality has an over- a document that inspires, but it is important all vision or simply an overall set of values or that it is neither a strategy nor a “business ambitions, remember to ensure your vision plan”. It should not explain how these goals and within welfare technology matches these to ambitions are to be achieved. ensure continuity and avoid confusion.

A vision is important since it is difficult to Guidelines based on experience achieve an ambition if you do not first take • A vision is individual, based on the values time to properly define it. A good vision can which are important to you. It is also clearly act as guidance for staff and management, to and unambiguously worded. Although it ensure everyone is pulling in the right direction. should be ambitious, it is important that It is important for the entire process as it for- it is also realistic, given your position in the mulates your ambitions and key reasoning for market and the resources available to you. working with welfare technology and, as such, it feeds into several of the following steps in • A vision for welfare technology gains valid- the process. ity if a broad contingent of stakeholders has had the opportunity to contribute Recommendations (such as management, staff, users and rel- On a general level, remember that no vision atives). is better than a bad vision: Too many visions -- But, the vision must be approved and are made simply because “everyone has one” agreed upon by politicians and top which makes them either unrealistic or non- management to insure full anchoring sensical. Ensure your vision is tailor-made to and ownership throughout the organi- fit your organization. zation.

Also remember to consider the big picture. • The vision should be clear and ambitious, Many of the Nordic countries already have to give direction - but at the same time national goals for the municipal level within the ambition should still be obtainable to welfare technology, so ensure your vision ensure a continued momentum (the area embraces these. Furthermore, welfare tech- of welfare technology is still young and nology is a relatively small area of expertise, success breeds success). but covers many professions and organiza-

15 • When wording your vision consider its Available tools timeframe. A vision for a public authority • The Danish Agency for Digitalization should look ahead and cover at least 3-5 offers a template on the webpage (see years. Do not include time-specific goals or link below). If you choose to use this tool aspects, as this is best applied in a strat- please consider whether your communi- egy, but consider whether your vision has cation plan should be separate (as recom- the correct longevity. mended by CONNECT – see step 3). https://www.google.se/?gfe_rd=cr&ei=- What did having a vision mean to the vK8VOGrKoq6wQPV6IDgB w&gws_rd= Connect participants? ssl#q=skabelon+vision In Lister we see “a vision” as an enabler. Hav- ing a vision unites our combined efforts within our organization towards a common goal. The vision enables and anchors the strategy and new initiatives within welfare technology. It also eases overall communication, including with politicians and top management.

Västerås has so far lacked a vision for welfare technology. This means that most work has been done ad hoc, mainly initiated by unplanned events like calls for project funding or meetings with technology vendors. There- fore we haven’t ensured that the efforts were targeted at prioritized needs and we have not been able to achieve maximum synergy effects. We strongly recommend founding the welfare technology work by elaborating and anchoring a vision (and a strategy).

Göteborg : When working to create a vision the discussions are sharpened and go deeper into the places we want to reach, for whom and also why. Such discussions generate creativity, participation and consensus. Once the vision is formulated, it is energizing and gives direction to our shared efforts.

16 17 Examples of visions from the Connect participants The examples below are just selected excerpts. Please contact each municipality directly for the entire document or more information about their vision for working with welfare technology. (see contact list in publication).

Aarhus (excerpt in Danish): Velfærdsteknologi kan øge borgernes tryghed, sikkerhed og mulighed for at klare daglige gøremål og mob- ilitet i og uden for boligen. Velfærdsteknologi giver dermed øget selvhjulpenhed og bedre livskvalitet for de primære målgrupper som ældre, kronikere og borgere med handicap. Dermed frigøres ressourcer, som kan bruges bedre. Velfærdsteknologi kan ligeledes under- støtte læring og trivsel for andre målgrupper.

Forligspartierne ønsker at sætte Aarhus på det velfærdsteknologiske verdenskort ved at: • Skabe et globalt førende udviklings- og erhvervsklima inden for velfærdsteknologi.

• Aarhus Kommune bliver pioner inden for brug af velfærdsteknologi på alle kommun- ens serviceområder.

• Aarhus Kommune giver borgerne ansvar og kompetence til at bruge teknologi i hverd- agen.

Oulu (excerpt): In Oulu we have created a complex, innovative environment connecting the municipality with the university and hospital, etc. Together we have a vision: “To achieve an effective use of health technologies in a city where citizens actively manage their wellbeing”. You can read more about this at www.ouluhealth.fi

18 StegStep 2: StrategiStrategy

19 20 What is it, and why is it important When writing your strategy consider that a for the entire process of working with municipality is a big and complex organization welfare technology? and that welfare technology will be relevant In the context of CONNECT and working with across departments and professions – from welfare technology, a strategy is the operation- children to the elderly, from disability to social alization of your vision. This means that your issues. Make sure your strategy is either rele- strategy should be the method or plan for how vant across these organizational divides or in you are going to achieve your vision – a practi- other ways consider this potential complica- cal plan for realizing your goals and ambitions. tion.

Your strategy is an important tool, which allo- Consider whether cooperation with like- cates resources in your endeavors to fulfill your minded municipalities or regions would be ben- vision. eficial. A common strategy can be an effective way of overcoming a lack of resources and or Some strategies will include a communication experience. plan. In the context of CONNECT we have sep- arated this into a separate step (see step 3), If you feel uncertain about how to create and to underline the importance of a well thought- write a strategy, there are several consultants through, comprehensive communication plan. specializing in this exact area which could be helpful. The strategy will have a direct influence on all the subsequent steps in the process of working Guidelines based on experience with welfare technology, so please make sure • Operationalize your strategy by creating your strategy can facilitate them all. obtainable subsidiary goals – do not be afraid to have several subsidiary goals for Recommendations each part of your strategy. Please keep the big picture in mind. All Nor- -- Example: Strategy statement: XX dic countries have national strategies that will wants welfare technology to ensure influence the welfare technology area. Some that XX offers attractive jobs and a countries even have very specific strategies good work environment. Subsidiary aimed directly at welfare technology in the goals: XX will offer yearly training to municipalities, including specific compulsory employees to optimize their techni- goals. So, make sure you research the existing cal competences. Subsidiary goal: XX national strategies (national strategies exclu- works on continuously identifying tech- sive to welfare technology can be found in the nology to replace or ease repetitive and examples section in this document), so that tedious tasks. your own strategy compliments these. For more information about national strategies -- A strategy should not micro-manage in your country please consult your national your efforts within welfare technol- association of local and regional governments. ogy. It is beneficial to use action plans

21 (from common template) for each necessary to involve all stakeholders, project to ensure a common goal and especially those that will use and bene- common effort. Action plans cannot fit from the new technology. replace a strategy, but act as a good supplement. • Consider how your strategy can support and even promote a successful implemen- • It is beneficial to add an element of time to tation process (bearing in mind that a suc- ensure momentum within the area. It can cessful implementation process can involve either be in the form of a deadline on cer- complex issues such as ownership, training, tain goals (such as a three year plan) but it organization, support etc). can also be a clause suggesting the entire strategy is revised / evaluated yearly. What has having a strategy meant to the Connect participants • Consider how your strategy can help inte- In Lister, having a strategy has lessened the grate the process of working within welfare task of working with welfare technology. Our technology throughout your organization strategy has shaped the framework we work – across departments and professions. (As within. We now have a common goal of not examples, do not forget the procurement only understanding the means and instru- department, the legal department, the IT ments available, but also the limitations. The department or Finance and administra- strategy provides us with a common, practical tion) directionality in our work.

• Consider how welfare technology can sup- Västerås has so far lacked a dedicated strat- port and even enhance existing organiza- egy for welfare technology. When planning tion-wide initiatives. and implementing different activities, such as -- Examples: Important municipal ini- pilot projects and scaling-up implementation, tiatives such as “implementation of we have sought support and guidance in the rehabilitation” or “promotion of trade overall goals of the political committee for the and industry development” are easily elderly, and that has been of some help to tai- supported and even enhanced with a lor and prioritize the efforts. It has also given welfare technology strategy. guidance on what goals to achieve with welfare technology. As with the vision we do rec- • Values and ethics are difficult to opera- ommend setting aside the necessary time and tionalize, but are important for both inter- resources to elaborate such a policy document nal and external communication. – it will pay off later. -- Example: When formulating the ethical foundations and basic values of welfare technology for XX it is absolutely

22 Tools Templates for strategies vary greatly, and you may even have one for your own particular organization. We recommend you browse through the strategy examples listed below, to see examples from experienced Nordic organizations.

The Norwegian Association of local and regional governments has a tool on their homepage which can be used as inspiration when creating a strategy for welfare technology. For more information see: www.ks.no/ samveis Please note that this is not a strategy template, but it contains very useful information about different aspects of working with welfare technology.

Innovation design can be helpful It also introduces the five pillars that the N3 Furthermore, tools intended for designing or tool is built around and, finally, introduces a completing innovation processes may also be singular process tool, called BLT. very helpful in writing a strategy specifically for welfare technology. There are several available 3: The last module is for those who have a online, but our Norwegian partners have rec- specific idea or project. In step 3, your project ommended the following two: will be challenged through a series of specific questions. Upon completing the module, you N3: (New, Useful and Utilized). This is a digital can download a summary and use it to assess tool for those who want to know how to adopt the strengths and weaknesses of your idea or innovation methodologies. project.

N3 consists of three parts: N3: http://ks-innovation-tool.herokuapp.com/ 1: The first is the short film ”Let go - party of choice” that provides a concise presentation of SLIK: (Systematic management of municipal why KS works with innovation. innovation). This is a digital tool designed to ease and support innovation in municipalities. 2: The second is a training component. This The product is primarily educational and takes includes an introduction to what innovation is. the form of a game. The game will gradually

23 take the user though layer after layer, increas- Odense: Has a strategy for welfare technology, ing the user´s competences and understand- along with other guidance documents. These ing of what municipal innovation is and how it can be found on www.odense.dk/cfv - for the can be utilized. actual strategy document please contact Odense municipality directly (please use the SLIK: http://ksinnovasjon.laboremus.pl/#!div1 contact list).

Examples of strategies from the Lister: The municipal health cooperation Connect participants, including between the six municipalities in the Norwe- national strategies gian Lister Region has uploaded its strategy on National strategies/programs for welfare its webpage, it can be found on: technology: http://lister.no/helse/370-helsenettverk-lister

Denmark: South Karelia: The Eksote cooperation in the http://www.digst.dk/digital-velfaerd region of South Karelia has also formalized a written strategy which can be found on their Norway: webpage: http://www.eksote.fi/eksote/ https://helsedirektoratet.no/velferdsteknologi strategia-ja-johtaminen/Sivut/default.aspx #ta-i-bruk-velferdsteknologi-i-kommunene

Municipalities: Below, you will find links to a select few of the strategies from the participating municipalities. Please feel free to contact the municipalities directly for more detailed information. More examples can be found on our webpage: www.nordicwelfare.org/connect

24 StegStep 3: KomunikationsplanCommunication Plan

25 26 What is it, and why is it important be beneficial to consider cooperation with a for the entire process of working with research institute or other external experts. welfare technology? A communication plan within the area of wel- In all phases of planning, preparing and imple- fare technology will more often than not be menting welfare technology it is very impor- a part of your strategy. But, to underline its tant to identify and involve all roles that are importance and how it dramatically increases affected by the changes – the target group your chances of success, we have allocated a for the services, their relatives, staff provid- separate step for the communication plan. ing the traditional and (if other) those that Whether or not you include it in your strategy will provide the welfare technology services, or keep it separate is not vital – it is the consid- managers of care providers, case managers, erations required to produce a good communi- strategic planning officers, politicians and cation plan that makes a difference. others directly involved in the welfare service. And also professionals necessary for facilitat- A communication plan is for both your external ing those changes – specialists within IT, legal and internal communication. It helps you com- issues, procurement, economy, communication municate your vision and the specifics of your and so forth. strategy. When seeking cooperation with end users Recommendations (the elderly, persons with disabilities, etc) it is The communication plan should help you important to consider the target group. Strive communicate your message across every to find engaging people that really will benefit department and every profession within your from the new services, and not merely some- organization. For this reason, creating a com- one that simply believes themselves to be a munication plan should include inter-depart- representative of the target group. It is always mental cooperation as well as end-users. If better to have those that are actually using your organization has a central communica- traditional services, rather than their relatives, tion department they are naturally important the chairman of the local association for pen- players. sioners, etc. This gives us special challenges, as it’s often frail persons or sometimes with spe- Given the need to communicate difficult mes- cial disabilities who make it an extra challenge sages, the need to differentiate who gets what engaging them in the dialogue, but it is worth information, and the need for the communica- being a little extra creative in finding the right tion plan to support a cultural change, it may methods.

27 Guidelines based on experience • One of the most importance tasks in • As a supplement to an overall communi- facilitating an organization-wide cultural cation plan, consider also applying pro- change revolves around three key con- ject-based communication plans. During cepts: Anchoring, obligation and owner- your work with welfare technology you will ship. carry out multiple projects at once with -- Anchoring: Ensuring that everyone, different communication requirements from top management to front staff, and needs. To facilitate this, consider using from politician to relative, knows why project-based communication plans (as a we are working with welfare technol- supplement to your overall communication ogy. plan) in much the same manner as using action plans to operationalize your strat- -- Obligation: They not only know why, egy. they know why it is important and why it has become a part of daily life at the • Working with welfare technology involves job. an organization-wide cultural change and the communication plan needs to facili- -- Ownership: It is not only a part of the tate this. Therefore the communication job, but something to take pride in. plan must be able to create a common understanding within the organization • In complex organizations, people have and across professions. different needs when it comes to infor-

28 mation, both with regards to amount of -- This is to maintain continuity and information and the way it is delivered. momentum (also internally) The communication plan for welfare technology requires a differentiated approach -- This is also to keep politicians happy – both different target groups and differ- – if they are associated with positive ent purposes. stories. -- An analysis of all interested parties could be beneficial to a differentiated • Consider the use of social media. Social communication plan. media can provide a positive outlet for your communication needs. It is fast, and easily -- Risk analysis and risk management accessible, which can help keep your target should be a part of the communication group continuously updated. It also pro- plan, so efforts without effect or even vides a different and more direct aspect, with an undesired effect are identified hitting different target groups from more and changed. traditional media outlets.

• External communication is very impor- • Consider making a short film on welfare tant. Welfare technology is not always technology involving end users. This can portrayed positively within the media, so be used as a powerful communication it is a good idea to have a continuously tool, both internally and externally. For updated list of positive stories directed at examples, please contact either Odense or different media outlets. Västerås.

29 What has having a communication plan meant to the Connect participants? Lister: Having a communication plan ensures a better overall quality of your communication. It helps you to deliver information at the right time and in the right way. It also helps you get better input from your organization, as you now have team players rather than individuals.

Examples of communication plans from the Connect participants Not all of the CONNECT participants have a formalized individual communication plan just for welfare technology (while all acknowledge the advantage of having one). Some have an overall communication plan, which they adapt, while others have it as part of their strategy. All of the participating municipalities have thoughts and experiences from communicating on the work within welfare technology, so feel free to contact them for their practical insights.

Västerås: Has formulated a communication plan for welfare technology. It structures internal and external communication to ask the basic questions – what, why, who, when, how etc. It’s not available online, so please contact Västerås directly for more information.

30 StegStep 4: BehovsanalysNeeds analysis

31 32 What is it, and why is it important Recommendations for the entire process of working with It is very important to stress that doing a welfare technology? thorough needs analysis will provide an organ- Understanding the needs of your organization ization with a better understanding of its true and the end-users provides the foundation for needs and thus a better idea of which initia- successfully implementing new welfare tech- tives will be the most effective, both in terms nology. of quality and cost. Though it is key to making smarter decisions, a needs analysis is a knowl- A needs analysis can, as we will see later in this edge-gathering tool and we recognize that as document, encompass many different aspects such it is only a part of the decision-making and perspectives, and as such can be very process. In a politically controlled organization complex. In its most simple form, however, it is there will be several other factors influencing simply a methodical examination of an organi- the decision on which project to start or which zation and its end-users, with the goal of iden- area to prioritize. These factors could be: tifying areas with potential for improvement. • Certain areas may be viewed very pos- A needs analysis lays the ground for later itively or negatively by the public, which steps, but is closely connected (and often can/will influence its prioritization. intertwined) with the marked screening process. Unfortunately, the needs analysis is often • Certain areas may have administrative overlooked or underestimated. This, simply and/or political prioritization within your because many public authorities believe they organization. know the needs of their organization and their end users by default. This preconceived notion • Certain areas may have national or can lead to failed projects and sub-optimal use regional political prioritization. of scarce public resources. • Marked screening may reveal innovative Apart from increasing your knowledge about solutions with great potential. the entirety of your organization and the end users, a thorough needs analysis has the added • Existing possibilities for external funding. benefit of creating a feeling of ownership con- cerning new technology across sectors and pro- It is recommendable to supplement the tradi- fessions. When staff have helped identify the tional needs analysis with a “technology based problem and the need, the early involvement needs analysis” (intertwining needs analysis helps create a sense of ownership towards any and market screening). While a traditional technology covering this given need. needs analysis (even with the thorough methodology provided in this document) primarily provides acknowledged and observed needs,

33 a “technology-based needs analysis” can be resources you spend and your general more innovative due to its external origin. It efforts within welfare technology. Choose is however important to stress the word sup- one or more methods that best suit both plement. Relying purely or overly on marked your organizational set-up and resource screening or “technology based needs anal- limitation. ysis” is a common “pitfall” and often leads to the creation of new needs rather than fulfilling • Make sure your needs analysis includes existing ones. It is easy to be impressed by new, all perspectives, in order to identify true innovative technologies, but without a good needs. To do this, it is beneficial to map traditional needs analysis, its viability is hard out which perspectives within the given to determine and you risk wasting resources on subject area should be included in the superfluous testing. analysis, including all management layers, front staff, end users, relatives etc. (See Guidelines based on experience section on available tools for more infor- • Your needs analysis must be followed by mation about “partner analysis”). a prioritization process. A needs analysis will most likely point towards several • Communicating your identified needs to possible focus areas, and it is helpful to the market improves the understanding the efficiency of the follow-up process if and dialogue you have with potential com- these focus areas are prioritized. It is rec- mercial partners. ommendable to make this prioritization at the top level to ensure ownership and What has having a needs analysis engagement. meant to the Connect participants? • In Odense, anthropological studies have • Because of the complexity and variety led to a better and wider understanding of of a municipality, needs analysis needs welfare technology, from the end-users to to be focused and clearly defined within the top management within each depart- a department or professional subject ment. Identifying and focusing on identi- area. Prioritize which subject area of your fied needs has strengthened our communi- organization has the largest potential and cation with the market. work your way through the prioritized list. Including more subject areas at once will Methods and tools not necessarily improve your needs anal- There are several methods for conducting ysis, as it will require huge resources to needs analysis. This section lists suggestions compile and process the collected data. based on the experience of the participating organizations. Remember that a needs anal- • Identify and work with a range of needs ysis needs not be limited to one method, but analysis methods (see later section) to usually includes several of the listed methods. ensure the right correlation between the

34 Suggested methods Questionnaires Interviews Are a frequently used tool for gathering knowl- With structured or semi-structured interviews, edge. For internal purposes, using web-based you can collect data and identify problem questionnaires can be both swift and useful. areas. This method is usable with different target groups, from top management to end user A day of inspiration and relatives. Invite suppliers to pitch their solutions. This can be in a structured form for relevant staff or it Anthropological study can include users, e.g. a day of inspiration could This is an observational study in which an also include an exhibition or a workshop to anthropologist observes behavior and work- clarify fields of use, target groups, and impor- flow of both staff and citizens. This is highly tant functions. effective for identifying needs at particular institutions. ”Network” To ensure continued feedback from front staff Workshop and end-users it can be useful to establish a In a workshop setting you can gather differ- formal network including staff from all areas ent stakeholders in a structured forms to work of your organization. They report potential with the current situation descriptions and problem areas and articulated needs from improvement areas where, for instance, tech- throughout your organization. nology could make a difference. Statistics Focus groups Sometimes it can be useful to go back to pre- A focus group can be either cross-composed vious measurements and different kinds of of different stakeholders or consist of only one business statistics to get a picture of e.g. how group. This requires careful leadership to avoid common different kinds of actions or target prejudice or ‘putting words in the mouth’ of the groups are. participants.

Enquiries/Follow up interviews When needed, often as part of a larger process, you can use enquiries to clarify the importance of your findings, reconcile that we are on the right path, and get help with prioritizing.

35 Available tools Examples of needs analysis from the • ”Blandede lærende netværk” Teknik for Connect participants ældre projektet http://www.hi.se/ Odense: Needs analysis is a very important publikationer/rapporter/blandade- part of working with welfare technology in larande-natverk/ Odense municipality. They use several of the methods listed in this document, and have • KLs roadmap: www.ks.no/samveis also formalized documents / templates for differ- see: http://www.samveis.no/verktoy/. ent parts of the needs analysis. This includes: Questionnaires, outlines for workshops, and • Interessent analyse (eksempel): reporting templates. Unfortunately, these are http://www.mannaz.com/da/projektledelse/ not available online, so please contact Odense projektmodel/analysefasen/ municipality directly or check our webpage interessentanalysen/ www.nordicwelfare.org/connect.

36 StegStep 5: MarknadsundersökningMarket screening

37 38 What is it, and why is it important for screening process into your everyday work the entire process of working with with welfare technology – to achieve a welfare technology? continuous state of market awareness. This step is closely connected with the needs (For more information about how to do analysis. The market screening can both be a this, see the guidelines section). thorough search of the existing market to see whether a current commercial product can Guidelines based on experience cover an identified need, but it can also be a • On a general level, when performing a mar- continuous process in which an organization ket analysis, whether it be as an integrated can stay up to date with, and even be inspired part of your daily work or during an inten- by, new, innovative products. sive search, first take some time to clarify which standards and regulations compa- A good knowledge of the market and which nies and products should adhere to in your products are successful or “up and coming” organization. Examples: within different areas of welfare technology -- Regulatory standards can inspire your work, but also make for a better and more informative evaluation process. -- Inter-operability / communication with Instead of simply testing the first technology existing technologies or databases that covers a need, or the one with the best within your organization salesperson, a good knowledge of the market will allow you to test better products and per- -- National regulations for instance haps even test several competing products, regarding data safety optimizing the collected data as well as your chance of success. If your organization does not possess the required expertise needed to determine the Recommendations above, help can be found in national authori- • On a general level, remember that mar- ties, other municipalities or specialized con- ket screening and market dialog can, and sulting companies. often will, be a precursor for procurement, so treat everyone equally and with a high • Integrating market screening into your degree of transparency. daily work: -- Attend relevant exhibitions and con- • To the extent to which your resources ferences. Update your knowledge by allow, it is not recommendable to simply attending, or even arranging, relevant perform market screenings in short, inten- exhibitions and conferences. Do not sive time intervals that are intended to be afraid of attending exhibitions and identify solutions for an identified need. conferences abroad for inspiration. If possible, seek to integrate the market

39 -- Employ an open market dialog. Com- • Intensive market screening: panies should have easy access to ded- -- Desk research: The internet wasn’t icated personal resources within your invented for nothing, use it to identify organization. potential solutions.

-- It is recommendable to arrange struc- -- Cooperate with marked cluster organ- tured and open dialogue meetings with izations. An easy way to gain access the market. These could be monthly/ to technology suppliers is through quarterly/yearly meetings, in which marked specific clusters – the organ- companies get an opportunity to pitch izations themselves are also useful their latest products. To minimize use sparring partners when doing desk of resources this could be done in coop- research. (For examples see “methods eration with neighbouring municipali- and tools”). ties. -- Similarly, use your knowledge-sharing -- Establishing a living lab or showroom network of like-minded municipalities within your organization can also be a when doing desk research. good way to connect with technology suppliers and hear about their new -- Do not be afraid to communicate your products and updates. Remember, a needs to the market. This may very living lab requires time and resources well result in the problem being solved or it will not have the desired effect. in a manner you had not previously thought of. -- It is highly recommendable to establish a knowledge-sharing network with What have market screenings meant like-minded municipalities or other to the Connect participants? partners such as hospitals and univer- In Odense, we continuously screen the mar- sities. Sharing information about new ket to ensure we know and use a wide range products, usability and profitability of solutions, which in turn increases the likeli- saves valuable resources. hood of the solutions being profitable. Market screening within welfare technology has led to -- Join existing professional networks knowledge-sharing across municipal depart- using Social Media to exchange knowl- ments, and this has facilitated the integration edge with colleagues from other of working with new technology in depart- municipalities and sectors. ments which previously had no experience in

40 41 doing so. Quite simply, a thorough market -- Oslo Medtech, screening increases the likelihood of success- (http://www.oslomedtech.no/), fully implementing sustainable solutions by Norway matching identified needs with the right technology. -- Välfärdsteknologi.se, (http://valfardsteknologi.se), Sweden Methods and tools • In Finland, the web portal that announces -- FIHTA Healthtech Finland, new procurements from public authori- (http://www.finnishhealthtech.fi/), ties also has a built-in option for doing a Finland market screening before procurement – to ensure there are solutions that will fulfil Examples of market screenings from the needs of the procurer. the Connect participants http://www.hankintailmoitukset.fi Oulu: In the city of Oulu, we use OuluHealth Labs to search for new innovations and exist- • Methods and guidelines for public-private ing technologies available in the market. We cooperation and dialogue: http://www. also have permanent show rooms in the hospi- opilab.dk/viden-om-opi/modeller-og- tal and in the city library: guidelines/ http://ouluhealth.fi/labs/ • Municipal cooperation and knowledge-sharing in Denmark: http://kl.dk/ http://www.ouka.fi/oulu/kirjasto/kokeilupiste Aktuelle-temaer/ Centerforvelfaerdste knologi/Det- Odense: Has experience with different velfardsteknologiske-landkort1/ approaches, including living lab and pitches etc. At www.odense.dk/cfv they have struc- • There are private companies that provide tured the way companies can approach the IT platforms for public-private dialogue municipality. For more information about mar- leading up to a procurement (examples: ket screening please contact Odense munici- www.processio.dk / www.comdia.com ) pality directly.

• Cluster organisations – (One example from each country, more can be found using Google): -- Welfare Tech (http://www.welfaretech.dk/), Denmark

42 StegStep 6: UtvärderingsmodellEvaluation model

43 44 What is it, and why is it important clarity in both the decision-making pro- for the entire process of working with cess and the prioritization process. welfare technology? This step is of paramount importance in • It is advisable to do a “potential assess- order to ensure that any technical solution ment” (assessing the potential benefit of you might consider implementing actually fits a given technology) before using a lot of within your organization. The evaluation model resources on an entire evaluation process. should ensure that the technology meets the It is important however, that this assess- needs you have identified and can deliver on ment of potential is built on the same the parameters you set for it –for example framework as your set evaluation model, improved service quality, enhanced work envi- in order to ensure continuity and accuracy ronment, higher cost efficiency or all of the in the assessment. If it is not built on the above. same framework, you increase the risk of the initial “potential assessment” turning The evaluation of the solution is your chance out to be way off and that your decision to gather information about the interaction whether to do the evaluation or not, is between the proposed technology and your made on inaccurate information. organization, the service you deliver and of course between the technology and your staff • When assessing the potential of a given and end-users. A good evaluation model can technology, remember to connect this help you weed out potential failed products with your identified needs as well as your and projects and is the foundation upon which strategy and vision for working with wel- later implementation is often built. This means fare technology. validity is of paramount importance. • An evaluation process is demanding on The evaluation model tests whether the prod- both time and competencies. Please ucts you have identified in the market screen- ensure that you allocate the required ing actually meet the needs in a satisfactory resources and, if possible, coordinate with way and gives you a platform to build on for other existing activities. future implementation and effect monitoring. • It is wise to start any evaluation process Recommendations by determining the goals for the process. • To increase effectiveness and ensure con- Always consider including the end-user in formity in the evaluation process it is rec- determining the goals. The goals can later ommendable to use a set evaluation model be adjusted as you go along, but when (for example one of the models mentioned set from the start, it helps give the pro- in this document). This ensures a system- cess direction and creates transparency. atic approach and leads to an increased Similarly, it is often beneficial to include

45 the practical level (front line staff) and/ • It is essential to remember to establish or end-users when determining which baseline measurements to serve as your data-collection methods to use (ques- foundation upon which the evaluation tionnaire, interviews, etc) as involvement is build. A baseline is required for all the helps with ownership and commitment. parameters you wish to evaluate.

Guidelines based on experience • Check your network or national authorities • How your municipality is organized will play to see if others have evaluated this spe- an important role in how the technology cific technology or even something simi- will perform. Be sure to include an analy- lar. Even if an existing evaluation is not sis of whether the given technology per- directly applicable for you, it can serve as forms well within your organization in the valuable inspiration and save you time and evaluation model. When doing this analysis resources. consider if organizational changes would enhance performance. • It is recommended that your evaluation, amongst other parameters, include an • In order to ensure local ownership and economic perspective, a cost-benefit anal- commitment, it is very important that the ysis If you will. Furthermore, if you wish to evaluation goals are relevant to everyday effectuate any financial savings the tech- life. This is to make sure that the evaluation nology may bring, remember to include this process is a part of the normal daily rou- in your evaluation model. It is important to tine, comparable to other work activities – include this as “harvesting” any economic and not something extra on the side. benefit often requires a closer look at your organization and the way that you finance • Remember the future success of the tech- services internally. nology depends on the validity of your evaluation. So, when designing the evaluation • Remember your evaluation report should process make sure the technology is tested also include a model for how the given for an adequate amount of time and with technology is supported and distributed a sufficient amount of test subjects. Cut- after potential implementation. ting corners may result in a cheaper evaluation process, but significantly increases • Remember the long-term success of a the chances of failure when implementing technology may depend on the competen- the final solution. cies of the staff. Any additional training of staff is naturally an important part of any • Ensure that the test group is represent- evaluation model, and will affect the cost ative for the intended target group. Fur- side of the final business case. thermore, ensure the test group is fully informed, including about what happens after the testing period ends.

46 What has having an evaluation model ferent parameters can be positioned in the meant to the Connect participants second axes such as functionality, safety, Odense: It has given Odense a tool that is used quality and cost. in all departments, ensuring that everyone is - Gothenburg also recommends the fol- using similar methodologies and parameters. lowing tools: It provides us with a systematic approach and -- E-delegationen’s “metod för utveck- also raises awareness about the complexities ling i samverkan” involved in evaluating new technology. Finally, (http://www.esamverka.se/stod- the evaluation model provides a solid platform och-vagledning/vagledningar/ for decision-makers. metod-for-utveckling-i-samverkan. html) Methods and tools • Odense uses the Danish evaluation model -- E-delegationens ”Business case called VTV developed by the Danish tech- model”. nological institute, together with a separate business case model. Both can be • www.opiguide.dk contains both business found on our webpage www.nordicwelfare. case models, as well as innovation evalu- org/connect ation models that could be useful tools or -- The VTV offers a good overview and used for inspiration. covers the most important issues in a product evaluation. It also provides a • Digitaliseringsstyrelsen in Denmark recom- visual perspective on the performance mends the following business case model: of the technology and serves as a http://www.digst.dk/Styring/Business- good platform for decision-making. case-model In Odense it is combined with a more comprehensive business case model • Samveis.no contains both advice and tools which takes a more in-depth look at to guide you through the evaluation pro- the financial aspects of the technol- cess. More information at: ogy and its potential impact. You can http://www.samveis.no/metodikken/ read more about the VTV at Danish utvikling-utproving-og-evaluering/ Technological Institute’s website (link below) or go to the connect website to • Sitra in Finland has a handbook on social find Odense’s guidance documents on and health care management that South how to use VTV: Karelia finds helpful, both with regards http://www.teknologisk.dk/ydelser/vtv- to evaluation and other management velfaerdsteknologivurdering/32944 issues. More information on the Sitra webpage: http://www.sitra.fi/julkaisut/muut/ • Gothenburg uses the balanced scorecard Sosiaali_ja_terveyspalveluiden_ model in four perspectives: Users/relatives, tietojohtamisen_kasikirja.pdf employees, organization and finances. Dif-

47 Examples of evaluation models from In Västerås, they use the following general the Connect participants approach to evaluating new solutions: Examples for this particular step are mirrored • We have done evaluations of new technol- by the methods and tools section regarding ogy for seven years now. We try to design methodology. The CONNECT municipalities the evaluation method individually from are pleased to share their evaluation reports of case to case. given technologies if you contact them directly. • As an example, on www.odense.dk/cfv you We generally divide the evaluation into two can see which technologies are tested and phases: implemented in Odense municipalities. On our webpage www.nordicwelfare.org/ In the first phase we ask test persons to help connect you can also find Odenses guid- us with their expert knowledge (on being an ance documents on how to use the VTV elderly person or a person with a disability) methodology (mentioned above) and how when trying the technology for us. We empha- they do a thorough business case. size that it’s all about helping us evaluate, and we carry on giving them as much help as usual, The Connect participants also perform the or at least being present when they use the evaluation process in different settings both technology. with or without partners. As an example of a setup with partners, see the below example The second phase is where we replace the nor- from Oulu: mal way of providing care with the new way • OuluHealth Labs provides a unique, inte- through technology. Here we still have some grated health test and development envi- extra resources for support and to replace ronment – including professionals’ feed- technology when it fails, so in that sense it is back – for every phase of the R&D process. still a pilot running, but now we can say that OuluHealth Lab services are provided by we actually provide our care with the technol- the region’s top organizations, such as ogy. Oulu University Hospital, Oulu University of Applied Sciences, and City of Oulu’s Health From both of these phases, we collect experi- and Social Care Services. Oulu CityLab is ences from all involved – users, relatives, staff part of OuluHealth Labs. It is a test envi- and others. The data is usually qualitative and ronment where the end-users are – at unstructured but sometimes – especially when customers’ and patients’ homes and in all comparing similar solutions – we also use social and health care services within in the inquiries and other quantitative data. City of Oulu. Product developers will get direct professional and customer feedback on products in a real, everyday social and health care environment. Read more: www.ouluhealth.fi

48 StegStep 7: UpphandlingsmodellProcurement model

49 50 What is it, and why is it important • Be aware that there can be legal differ- for the entire process of working with ences between procuring services and pro- welfare technology? curing products. For more detailed infor- It goes without saying that investing in new mation please check the links in the tools technology is a big step for any municipality, so and methods section. it’s very important to get it right. • Consider which procurement model and Procurement in general is a complex, special- method best fit your need. Be advised that ized task that requires both time and resources. it may very well vary from technology to Municipalities have been handling large scale technology. Different forms of innovative procurements for many years but procuring procurements have been used successfully. welfare technology often requires a different See some of the different options below: approach from procuring, for instance, office -- Innovative Procurement (3. Variations. supplies, so it’s important to explore your pro- For detailed information on innovative curement options. procurement see tools and methods section) This step is not going to give an in-depth legal analysis of the different existing procurement -- 1) Innovative procurement where the models, but aims to provide food for thought need is specified – meaning a needs on what to be aware of and which models are analysis has been completed and the the most popular among the leading munici- area needing improvement is known. palities within the area of welfare technology. This procurement form is looking for a service/solution/function. It targets: Recommendations -- A) An existing adequate solution • It is very important to ensure a good already on the market and responsible administrative practice and promote transparency and equality -- B) An existing solution already on throughout the entire process. This is not the market that needs further only good practice, it also ensures that you development to meet the need do not exclude any interested party. -- C) Solutions that are not yet on • While the traditional procurement process the market is tried and tested, it is often not the best solution when procuring advanced welfare technology. It is often too slow and inflex- ible for a fast moving technology market and its framework makes encompassing innovation difficult.

51 -- 2) Innovative procurement of a solu- Guidelines based on experience tion where the need is not identified, • As public procurement is a very complex only the area that needs improvement. area it is highly advisable to bring in pro- It targets: curement experts from the beginning pro- -- A) Ideas on how to improve the cess. area • Procurement can be very demanding and -- B) Ideas and possible solutions on costly – consider cooperating with like- how to improve the area. minded municipalities to share costs and enjoy the benefits of buying in scale. -- 3) Innovative procurement of research -- If you lack competencies within public and development services. procurement, cooperation with other municipalities may also be a good way • Public Private Innovation (PPI) and Public to obtain access to competencies, Private Partnerships (PPP) are also very knowledge and to gain valuable expe- effective ways of ensuring a high degree rience. of innovation and flexible product development. • Many procurements fail, for different rea- -- PPI: A PPI is an agreement on an inno- sons, and have to be re-done, wasting vation or development process that time and money. One way of reducing the normally precedes a procurement. A chances of failure is pre-procurement mar- procurement can also be included in ket dialogue. This can be conducted by the the agreement under certain circum- municipalities themselves or through pri- stances. For detailed information on vate specialized companies. how to create PPI and/or PPI including a procurement, see the methods and • Focus on increased cooperation and knowl- tools section. edge-sharing between those working with procurement and those working with wel- -- PPP: Is especially effective for larger fare technology: projects, for example construction. -- Both welfare services and welfare PPP integrates financing, design, and technology are complex areas and construction, often including mainte- knowledge of both is essential for cre- nance and operation. See more under ating an optimal procurement process tools and methods. within welfare technology. Therefore, it is important that the procurement specialist is better equipped with knowledge of the area.

52 -- There is a recognized fear among What has having a procurement model many working within welfare technol- meant to the Connect participants? ogy of getting too close to suppliers, Example: Gothenburg: Using innovative pro- due to limited knowledge of procure- curement has meant the suppliers see the ment rules. This can result in a them- municipality as development-oriented and against-us relationship between the they have a clearer understanding of our needs public and private sectors, which does within this area. not promote innovation or development. This can be countered by involv- Methods and tools ing your procurement department As our main document is deliberately devoid from the very beginning of the process. of legal advice or in-depth information about the intricacies of each procurement type, this • It is recommended that you establish a section contains links to publications and web- working group encompassing different pages that provides this information. skills when procuring welfare technology. • For a better, in-depth understanding and The skills needed in the working group will judicial analysis of innovative procurement, change from technology to technology, please see the following publications: but should include knowledge about the - Innovationsvänlig Upphandling (SKL target group and procurement. This group 2012). Experiences from municipal- can also assist in: ities and regions explaining how to -- Selecting and clarifying section crite- promote fresh thinking and innovation ria and weighing factors in the procurement process (Includes practical examples). -- Clarifying the conditions for involved http://webbutik.skl.se/bilder/artiklar/ suppliers pdf/7164-803-7.pdf?issuusl=ignore

• Be careful throughout the process with -- Innovationsupphandling – Utvicklar regards to documentation. It’s important din virksomhet (Upphandlingsmyn- all potential suppliers have equal opportu- digheten). In depth explanation of nities. innovative procurement. It looks at the possibilities innovative procurement • Including end-users in the procurement presents for public authorities. process can be very fruitful (end-users http://www.upphandlingsmyndigheten. can be employees, citizens or relatives) - se/globalassets/publikationer/uhm_ although when and how may vary from innovationsupphandlinga5_webb.pdf procurement process to procurement process. Remember to consider how best to involve them in the beginning of the process.

53 • National procurement websites: Examples of procurement models from -- www.anskaffelser.no/innovasjon the Connect participants None of the participating municipalities have -- www.udbudsportalen.dk an entire procurement model specific to welfare technology available online. They all have -- www.comdia.com/ide-udbud.aspx vast experience in procuring technology and if you are interested they will share the back- -- http://www.hankinnat.fi (The Finnish ground information behind these procure- website also contains explanations ments with you directly. about the different methods within public procurement). The city of Västerås does however publish their criteria and background information behind • Public Private Innovation and Partnerships procurement processes. Examples include: (PPI and PPP) as well as general advice on video calls, safety alarms and other technical procurement: solutions for assisted living. All examples can -- http://www.opiguide.dk/ be found on: www.viktigvasteras.se

-- www.opall.dk

• Cooperation between the public and private sector and procurement in general: -- http://leverandorutvikling.no/

• Innovative procurement and Pre Commer- cial Procurement: -- http://markedsmodningsfonden.dk/ kort_intro_off

54 StegStep 8:8: ImplementeringsmodellImplementation model

55 56 What is it, and why is it important -- Ensure your implementation plan is for the entire process of working with anchored correctly – on all levels – dur- welfare technology? ing the different stages of the plan. An implementation model is a framework Essentially: who is responsible for what designed to guide you through a successful at the different organizational lev- implementation. It contains descriptions and els and at the different stages of the guidelines for the different aspects and stages implementation process. of an implementation process. In reality, and indeed in the CONNECT process, implementa- -- When forming the implementation tion is echoed throughout the different steps plan use your evaluation report (step 6) – we consider implementation when doing the and consider how the impact on exist- communication plan, the needs analysis the ing systems and organization is best evaluation model etc. This means that imple- managed during the implementation. mentation is to be considered throughout the process – not only after the technology has -- The plan must include a very clear been bought. guideline on who is eligible to receive the technology. Ensure that this is It is often stated that implementation is 80% implemented and understood by those of the job when introducing new technology, doing the service assessment for each which is why it is so very important to consider citizen – so that the new technology is how each of the previous 7 steps will effect the a part of the future service delivery. implementation as you do them. This step however, will try to give advice on what to remem- -- Do not be afraid to include the tech- ber when starting the actual implementation nology supplier in the planning (and after the product has been procured. possibly execution) of the implementation. They know the strengths and Recommendations weaknesses of the product, and a very • Do a thorough implementation plan before hands-on approach from the supplier starting, including goals, tasks, timeline can help offer a sense of security for and follow-ups. Do not make the timeline the staff during the initial introduction too tight, leave room for unexpected fac- phase. Implementation assistance can tors. Also, remember to communicate the also be part of the procurement pack- plan, and arrange follow-ups before start- age (see step 7) ing. -- Accordingly, good communication is key. Use your communication plan (step 3) well – and consider including a communication officer in the implementation phase.

57 • Training is always an essential part of The decentralized manager’s job is to sup- the implementation plan. Training always port the implementation of welfare tech- includes the staff – and often includes cit- nology strategy and to contribute to the izens and relatives. Training of employees agenda-setting in the organization, includ- is not limited to “front line staff” delivering ing: the service, but also to those responsible -- Strategic sparring on implementation for service assessment. of welfare technology

• It is highly recommendable, regardless of -- Mediate the strategy to the leaders, the size of your municipality, to establish colleagues and employees formal networks between employees that work with implementation of welfare tech- -- Practical sparring on new technologies nology, so that knowledge can be shared (growth), new work processes, imple- and resources used in an optimal way. mentation, etc.

As an example: Odense Municipality has the Ambassador Network following networks: A network of employees across all areas Citizen and user involvement The Ambassador’s role is to support the -- Formalized cooperation with the sen- implementation of welfare technology ior citizen council - technology group strategy and contribute to the agenda-set- – in regards to testing and sparring on ting within the organization, including: new welfare technology -- Taking an active role in the implementation processes -- Gathering experiences through the ambassador network, described later, -- Qualifying initiatives and mapping in relation to cooperation with citizens challenges in the welfare technology on specific technologies area

-- Citizen participation in various projects -- Being a positive voice and partner with colleagues, citizens and relatives Network of decentralized management around welfare technology This could be managers of decentralized -- Acting as link between colleagues, units, such as homecare nurses, or nursing citizens and Implementation and care homes etc. Development

58 Guidelines based on experience • Structure a systematic follow-up with • When formulating the goals and tasks of employees and departments for contin- your implementation plan, consider mak- uous feedback and evaluation, not simply ing them measurable. Having a clear tar- with regards to training, but for the entire get can help give the implementation pro- implementation process. cess a focus and sense of direction that helps efficiency. • Start the actual implementation at the units/departments that participated in the • Carefully consider the organization behind evaluation of the product first. That should the implementation plan. Choose one make for an easier and more positive start, responsible project officer, as well as a to get the ball rolling. working group. This will increase ownership and prove helpful when anchoring the • Consider having a contingency plan, a implementation plan. back-up for if the technology, supplier or organization fails. • Ensure sufficient time and resources are allocated for training. Letting go / getting • Your implementation plan should include rid of old methods is difficult and requires a plan for future logistics (storage and a systematic approach. Consider including transportation), technology servicing and a model for how the employees should be user support. trained in using the new technology in your implementation plan. Remember that rep- • Consider making tools to support the etition is necessary, so plan for follow-up implementation process, now - and in the training (and remember to include those future. Support tools could include: doing the service assessment). -- A visual implementation model: See below for examples from Sweden and • When performing large scale implementa- Denmark under the methods and tools tion check that it does not clash with other section. A visual implementation model innovation processes or major changes in is a tool that presents a basic method- the organization. ology for implementing technology – to give the people involved a common • It is during the implementation phase that understanding of the process. your “communication plan” (step 3) really pays off. Be sure to incorporate it into your implementation plan.

59 -- An implementation log / implementa- -- Easy instruction and guidance: This tion check list: Create a basic list of can be done by applying barcodes (QR tasks and people to involve etc. This log codes) to new technologies that, when / checklist can act as the basis of your scanned, show a small video of how to implementation plan ensuring conti- use the given technology. It can be a nuity and a structured approach. For series of webinars or similar solutions. examples of an implementation log / These are examples of the continu- check list, see section for methods and ous training of employees, which helps tools. implementation.

-- Living labs: A physical location where -- A specialized technology support unit: A technologies are displayed and availa- specialized unit that handles end-user ble. This way, employees and end-users support, that being from employees, cit- can learn more – or even receive training izens or relatives. in a controlled environment. For examples see the tools and methods section. What has having an implementation model meant to the Connect -- Designated test facilities: Special insti- participants? tutions that are awarded extra resources Odense: Having an implementation plan to test technologies and consider the has given the evaluation process structure best organization and approach to and continuity. It gives the process a certain implement new technologies. robustness and validity regardless of the product or process being evaluated.

60 Formulera mål Utse Tydliggör roller Tydliggör Upprätta Methodsför andinförande toolst projektledare och ansvar riktlinjer/rutiner tidplan • Examples of Visual implementation models -- Västerås and Gothenburg recommend using the nine steps below as a guideline/ visual implementation model. They also act as a good basis for an implementation plan. Förankra/ Utse lokalt Upprätta Följ upp/ ansvarig för Utbilda kommunika- utvärdera införandet tionsplan Formulera mål Utse Tydliggör roller Tydliggör Upprätta för införandet projektledare och ansvar riktlinjer/rutiner tidplan

Förankra/ Utse lokalt Upprätta Följ upp/ ansvarig för Utbilda kommunika- utvärdera införandet tionsplan

-- Odense uses the visual implementation model below:

MODEL FOR IMPLEMENTATION OF WELFARE TECHNOLOGY

Citizen and user involvment

Companies Test Test Supported implementation MODEL FORfacilities IMPLEMENportfolioTATION OF WELFARE TECHNOLOGY

WCitizelfareen and user involvment Business Teknologi- Area Area Area Needs Technology case børsen Assessments Assessment South East West

Companies Making technology available Workflow Test Knowledge Test Supported implementation Sharing facilities portfolio

Welfare Business Teknologi- Area Area Area Needs Technology case børsen South East West Assessments AssessmentNetwork

Making technology available KnowledgeInput The engine-rWorkflooomw Implementation Sharing

Network

61 Input The engine-room Implementation • Examples of Implementation guides: -- Swedish National Board of Health on -- Odense uses an “Implementation log” “Implementation”: to ensure continuity in their implemen- http://www.socialstyrelsen.se/ tation processes. To see this log visit publikationer2012/2012-6-12 www.nordicwelfare.org/connect -- Three step education: National Board -- Lindås uses an implementation check- of Health in Sweden, about “Imple- list which can also be found on the mentation” above-mentioned webpage. • Examples on training staff: • Examples of Living labs: -- För exempel på hur CONNECT-kom- -- Teknolog til lejligheden I Odense: munerna utbildar personal och slutan- http://www.teknologitillejligheden.dk/ vändare under och efter implementer- ing, gå till vår webbplats: -- Oulu Health Lab: www.ouluhealth.fi www.nordicwelfare.org/connect

-- Mistral Vesterås: Examples of implementation models http://mistelinnovation.se/ from the Connect participants The above methodology can be acquired by -- Bo Bedre, Göteborg: contacting the Connect municipalities directly. In addition Aarhus and South Karelia use other -- Agder Living Lab: sources for inspiration, which can be found below. -- https://www.grimstad.kommune.no/ tjenester/helse-omsorg-og-sosiale- Aarhus has made a visualization of their imple- tjenester/utviklingssenteret-og- mentation plan, a link can be found on our velferdsteknologi/velferdsteknologi/ webpage: agder-livinglab/ www.nordicwelfare.org/connect Aarhus also has a living lab at Dokk1 in Aarhus city center -- See also Nordic Living Lab Alliance: which is open daily. http://livinglaballiance.org/ In South Karelia they use and share good • National implementation guides: practices for implementation and innovation -- KS / Samveis Norway: Roadmap to through a Finnish webpage: welfare technology: https://www.innokyla.fi http://www.samveis.no/

62 StegStep 9: ResultatövervakningEffect-monitoring

63 64 What is it, and why is it important Remember, a benefit has not been truly real- for the entire process of working with ized until you have successfully implemented a welfare technology? sustainable change. This is much harder than it Effect-monitoring can be seen as your insur- sounds, as giving up old habits and workflows ance policy when working with welfare tech- is difficult and often takes time. nology. If set up properly it gives you feedback on how well your implemented solutions Recommendations are working in everyday life. This is of primary • As effect-monitoring requires extra importance because delivering social services resources, ensure political and/or man- is an extremely complex task involving a wide agement backing. This can be done by uti- range of parameters (staff, organization, citi- lizing the collected data as a tool to justify zens, management geographical districts etc). and promote further investment in wel- If any number of those parameters change over fare technology. time, the service delivery changes and when that happens you want to make sure that the • Remember that effect-monitoring implemented technology is still performing as includes a time perspective. From a needed and as planned. quality perspective, the time frame for effect-monitoring should be the entire life So having a good system for monitoring the expectancy of the given technology. But, effect of the implemented solutions guar- we understand individual limitations may antees that both the municipality and the apply, shortening the period of the effect end-users continue to get the quality that you monitoring (such as economic or strategy have paid for. choices). Please note that your “effect goals” for the technology may also include Not many Nordic municipalities have a specific a time perspective, which can influence effect-monitoring plan, when working with your effect-monitoring. welfare technology. Many see this as part of -- Example: When implementing a new a good implementation process – to set up a technology, it will most likely take time system that checks that the implementation before the staff and end-users are was successful. In CONNECT we have chosen fully comfortable with the technology/ to make “Effect-Monitoring” an independent new service and similarly it will likely step, to force municipalities to consider what take time before the new workflows happens after a successful implementation or organization work efficiently. So, it and to help municipalities to ensure that they is likely that a new technology will not do indeed get a positive return on their invest- be working to its full potential from ment – both in terms of provided quality but day one, and this should be considered also financially. when doing effect monitoring.

65 • Effect monitoring provides you with extra • Selecting the effect-monitoring param- data on the everyday use of the technol- eters is very important. We recommend ogy. Consider how this data can be used you start by looking at your effect goals going forward – perhaps patterns of use for the technology and the already com- can provide information that benefits pleted technology evaluation. This can be future evaluation processes or perhaps combined with input from end-users as it can even help to optimize your general well as the staff responsible for carrying service delivery (use aggregated non-indi- out the actual effect-monitoring. vidualized data to avoid legislative chal- -- Example: Effect goals could include a lenges). focus on quality of life, work environment, economic gains or similar – use Guidelines based on experience these as starting points for selection of • Effect-monitoring should be a part of both parameters. your business case and your implementation plan. It should be clear to everyone • If you have procured a service, rather than how and why this step is necessary and it simply a physical device, remember to should be visible early on in the process of include effect-monitoring in that service working with the given technology. (see step 7 for procurement plan). Further- more, make sure to specify that delivering • Continuous effect-monitoring will cost effect-monitoring means delivering meas- both time and resources, so consider the urable and usable data to the municipal- scale of your investment and adjust the ity– not simply stating whether or not the effect-monitoring accordingly. You can service is still working. re-use the evaluation model methodology and scale up or down according to individual requirements.

• When collecting data during effect-monitoring, remember to explore and include existing data sources such as electronic patient journals for cheaper and easier effect-monitoring. Similarly, when collecting data for effect-monitoring make sure to identify and utilize existing workflows rather than wasting resources creating new ones specific for this process.

66 67 What has having an effect monitoring Examples of effect monitoring from the plan meant to the Connect participants? Connect participants Lindås: • South Karelia: Uses the Sitra handbook on Effect-monitoring serves as a guideline to help social and health care management. South visualize to what extent we have achieved the Karelia finds the handbook helpful, both in desired effect of the technology. It gives an relation to evaluation and effect-monitor- indication to whether the goals have been met ing. You can browse the handbook at the and continue to be met. link below or contact South Karelia for practical examples: Further, it gives an indication to what extent http://www.sitra.fi/julkaisut/muut/Sosiaali_ the resources have been prioritized in a smart ja_terveyspalveluiden_tietojohtamisen_ way. kasikirja.pdf

Methods and tools • Tools developed by «KS Veikart for tjenest- einnovasjon»: fase 5,mal for ny praksis. http://www.samveis.no/metodikken/ ny-praksis/

• E-delegationens “Vägledning I Nyttoreal- isering” se: http://www.esv.se/contentassets/ c9d986d924384ec1be47a207110f94a4/ e-delegationen-2014-nyttorealisering- version-2-0-med-bilagor.pdf

• E-delegationsens ”Metod för Utveckling i Samverkan” Se: http://www.esamverka. se/stod-och-vagledning/vagledningar/ metod-for-utveckling-i-samverkan.html

• For evaluation methodology see CONNECT step 6

68 ReferenceReferenslista list

69 70 Denmark Ældre- og Handicapforvaltningen.

- Contact information: Rikke Falgreen • Aarhus Municipality: Mortensen: [email protected] or [email protected] - The Municipality of Aarhus is the second largest municipality in Den- - Webpage: www.odense.dk/cfv mark with a growing population of more than 340.000 people. Since 2007 the City Council have dedicated a great focus and effort to assisted living technologies. This invest- • KL / LGD (Local Government ment has made the municipality the Denmark): leading public body in Denmark within the field of assisted living technology - Local Government Denmark (LGDK) – and amongst the leading public is the association and interest organi- bodies in Europe. sation of the 98 Danish municipalities. All of the 98 municipalities have vol- - Contact information: Sonja Hansen: untarily decided to be a part of LGDK. [email protected] eller Ivan K. The mission of LGDK is to safeguard Lauridsen: [email protected] common interests of the municipalities, assist individual municipalities - Webpage: with consultancy services, and ensure www.velfaerdsteknologi-aarhus.dk that the local authorities are provided with up-to-date and relevant information.

- Contact information: • Odense Municipality: Morten Ejlersen: [email protected] or [email protected] - Odense er den 3.største by i Dan- mark og kommunen har ca. 200.000 - Webpage: http://www.kl.dk/ borgere. Kommunen er opdelt i 5 Kommunale-opgaver/ forvaltninger; Børn og Unge, Ældre Centerforvelfaerdsteknologi/ og Handicap, Beskæftigelse og social, By og kultur og Borgmesterforvalt- ningen. Odense har en strategi for velfærdsteknologi der går på tværs af forvaltninger, men arbejdet med velfærdsteknologi er forankret under

71 Finland • Eksote, South Karelia:

- South Karelia Social and Health Care • City of Oulu: District (Eksote) produces health services, family and social welfare ser- - The city of Oulu is the largest city in vices, and services for senior citizens Northern Finland with 200,000 inha- that promote health and everyday bitants. The City of Oulu’s services wellbeing and functioning. Eksote is comprise Well-Being Services, Edu- a joint municipality authority of the cational and Cultural Services and South Karelia region, and is comprised Urban and Environmental Services. of nine municipalities. The population The Department of Central Adminis- of the social and health care district is tration is responsible for the prepara- about 132 000. tion and expert tasks related to development and decision-making. The - Contact information: South Karelia Department of Well-Being Services Social and Health Care District Stra- provides social and health care ser- tegy and Development Unit. Depart- vices to local residents in accordance ment head: Tepponen Merja: merja. with the law and decrees. It is also [email protected] responsible for the prevention of social problems and their adverse effects - Webpage: in Oulu. The highest decision-making http://www.eksote.fi/Sivut/default. body is the city council, which is elec- aspx ted every four years in local elections. There are about 11200 employees in the city of Oulu, in Well-Being Services 3 500. • THL (Finnish National - Contact information: Jaana Kokko: Institute for Health [email protected] or and Welfare): [email protected] - The National Institute for Health and - Webpage: http://ouluhealth.fi/labs/ Welfare (THL) is a research and development institute under the Finnish Ministry of Social Affairs and Health. THL seeks to serve the broader society in addition to the scientific community, actors in the field and decision-makers

72 in central government and municipali- • Reykjavik Municipality: ties. The aim is to promote health and welfare in Finland. - The Reykjavik Welfare Department is responsible for the city‘s welfare servi- - Contact information: [email protected] ces, including social services, child pro- tection, services to children and fami- - Webpage: https: lies, disabled people, senior citizens, //www.thl.fi/en/web/thlfi-en immigrants and homeless people. This includes policy making in matters of welfare, the implementation of social services, planning, integration of wel- Iceland fare services. The Welfare Department is also involved in operating nursing homes, housing solutions and rehabi- • Akureyri Municipality: litation initiatives and the department is responsible for comprehensive pre- - Akureyri nursing homes (ÖA) is a part vention work in Reykjavik. of the welfare service for elderly in the municipality. It includes service - Contact information: Berglind for elderly living at home and in need Magnúsdóttir: of support like day care or short term [email protected] stay and rehabilitation at the nursing home. 183 people lives in ÖA and about - Webpage: http://reykjavik.is/ 80 people attend the day care center on weekly bases. There is 18500 inhabitants in Akureyri in total but the nursing homes also gives service to elderly from neighboring municipalities. • Icelandic Ministry of Welfare:

- Contact information: - The Ministry of Welfare in Iceland Halldór S. Guðmundsson, was established on January 1st 2011 [email protected] in accordance with Act no. 121/2010. The Ministry has the responsibility for - Webpage: www.hlid.is administration and policy making of social affairs, health and social security in Iceland as prescribed by law, regulations and other directives.

73 - Contact information: Thor Thorarins- • Lister Region: son, [email protected] - Lister region consists of six municipa- - Webpage: lities in Southern Norway, Farsund, https://eng.velferdarraduneyti.is/ Flekkefjord, Hægebostad, Kvinesdal, Lyngdal and Sirdal, with a total population of about 35 500. The region has since 2012 collaborated on deve- Norway lopment and innovation in health care services, particularly focusing on assistive living technology and tele- • Lindås Municipality: medicine. Each municipality has their own workgroup, and a project coor- - The municipality of Lindås is a dinator organize projects and work medium sized Norwegian municipa- across the six municipalities. lity with approximately 16000 inhabitants. Geographicly it is rather large - Contact information: with 474km2 containing fjords and Marianne Holmesland: mountains and a scares population. Marianne.Holmesland@kvinesdal. This makes service delivery proble- kommune.no matic especially given the demographic challenges facing us. To counter - Webpage: these obstacles Lindås focuses on http://www.lister.no/helse/ innovation and welfare technology a velferdsteknologi-telemedisin focus that was recognized nationally in 2013 when Lindås was chosen as one of thirty municipalities to lead the national programme for welfare technology. • KS (The Norwegian Association of Localand Regional Authori- - Contact information: Kari Björkheim: ties): [email protected]. no or Hildegunn Baravelli: Hildegunn. - KS is the Norwegian Association of [email protected] Local and Regional Authorities. All 428 Norwegian municipalities and - Webpage: 19 counties are members, as well as http://www.lindas.kommune.no/ approx. 500 public enterprises. KS omsorgsteknologi.331496.nn.html conducts the central collective barga- ining on behalf of its members, and advocates the interests of its members towards central government, the

74 Parliament and other organizations. y28Ap29TI2NTI30wwkpiAJKG-AAj gb6XvpR6Tn5SRCrHPOSjC3S9 - Contact information: Une Tangen, aOKUtNSi1KL9EqLgMIZJSUF [email protected] or [email protected] xVaqBqoG5eXleun5-ek5qXrFq aoG2HRk5BeX6EegKNQvyI2o8kkN - Webpage: www.ks.no dwQAJqNcDw!!/dz/d5/L2dBISEv Z0FBIS9nQSEh/

Sweden

• Vasteras Municipality: • Gothenburg Municipality: - Vasteras is Sweden’s sixth largest city - Gothenburg is the second largest city with approximately 145 000 inhabi- in Sweden with roughly half a million tants. Since Vastra Aros was foun- inhabitants. It is located in the region ded by the river Svartan more than of Västra Götaland on the country´s 1,000 years ago, the city has grown, west coast. The city of Gothenburg developed and changed character. has a program for digitalization called The city is evolving and growing clo- “Göteborgs stads väg till e-samhäl- ser to Lake Malaren. Vasteras is deve- let” which goal is to create an open, loping into an attractive knowledge simple and effective digital service. and meeting/conference city at the The development within elderly care forefront of development. The engi- is placed in the department “Senior neering industry has been very impor- Göteborg” who places a high priority tant for Vasteras, but today the busi- in welfare technology and works acti- ness life is more diverse, focusing on vely to introduce new innovative servi- high technology, automation, logistics ces within home care for the elderly. and trade.

- Contact information: Åsa Wall: asa. - Contact information: Strategic plan- [email protected] or Elna Hansson: ning officer Erika Barreby: [email protected]. [email protected] or se or go through: www.goteborg.se/ [email protected] seniorgoteborg - Webpage: www.vasteras.se or http:// - Webpage: www.viktigvasteras.se/ http://goteborg.se/wps/portal/ enhetssida/senior-goteborg/!ut/p/ z1/04_Sj9CPykssy0xPLMnMz0vM AfIjo8ziTYzcDQy9TAy9_f0N3AwcQ

75 • SKL / SALAR (The Swedish regardless of functional capacity. Association of Local Govern The Swedish Agency for Participa- ments and Regions): tion have a cross-sectoral approach with the task to stimulate and deve- - The Swedish Association of Local lop knowledge building in the area of Authorities and Regions, SALAR, is participation, accessibility, universal both an employers’ organization and design digital assistive technology, an organization that represents and living conditions, environment and the advocates for local government in rights of persons with disability. Sweden. All of Sweden’s municipalities, county councils and regions are - Contact information: Raymond Dahl- members. SALAR represents and acts berg: [email protected] or on their initiative. As their employer [email protected] and representative organization we advocate their interests and offer - Webpage: www.mfd.se support and service. We raise issues, act decisively and enlighten public opi- nion. Our mission is to provide municipalities, county councils and regions Project lead with better conditions for local and regional self-government. The vision is to develop the welfare system and • Nordic Welfare Centre: its services. It’s a matter of demo- cracy. - The Nordic Welfare Centre is an institution under the Nordic Council of - Contact information: Maria Gill: Ministers. Its mission is to enhance [email protected] or Patrik Sundström: social policy work in the Nordic [email protected] countries through education, public information, research and develop- - Webpage: www.skl.se ment, networking and international co-operation.

- Contact information: Dennis C. Søndergård, • MfD (The Swedish Agency dennis.soendergaard@nordicwelfare. for Participation): org or [email protected]

- The Swedish Agency for Participation - Webpage: www.nordicwelfare.org or has the mission to accelerate the pro- www.nordicwelfare.org/connect gress towards a society in which everyone can participate on equal terms,

CONNECT – Collecting Nordic Best Practice Within Welfare Technology