Annual report 2022

The year 2022 started with a large number of infections of the omicron variant, and the activities were colored by that until spring.

From the fall of 2022, a large part of the medical staff has been Danish, in addition to the fact that we have had nurses from various countries in the staff. This is a welcome addition to the workforce, which otherwise would not have been able to handle the projects. Although language difficulties can be a problem in some cases, the cooperation has gone very well.

Reform projects continued in various areas. As the summary of the performance indicators attached to this annual report shows, many things have gone as planned, but others less so, as things go. This year is the last year that work is carried out according to strategy 2020–23 and therefore it will be necessary to make a new strategy at the end of the year, where lessons will be learned from this and a new strategy will be marked in the context of the changed situation and the government's changed priorities.

The organization's finances, along with the normal demands made on the activities, have been a challenge. Before the budget increase law and other transfers came into being, the business was headed for a deficit of well over three hundred million. In particular, we believe that the nursing facilities are underfunded. Nursing homes under contract with the Íszúkratyringar Íslands received a significant correction last year, but it has not yet been fully calculated how such a correction would play out for state-run nursing homes.

Still holds the rating of the institution in a survey about Organization of the year continues to rise and for the second year in a row the institute is in the top position among its sister institutes. With satisfied staff, the Westfjords Health Institute can continue to fulfill its role as a key institution in Westfjords society.

Gylfi Ólafsson CEO

In the organization's policy set for the year 2020–23, performance indicators were presented in two sections, main performance indicators and other more detailed ones.

Performance indicators of this type are problematic tools. They need to measure something that really matters (preferably directly related to the organization's overall goals), that it's easy to collect, that it doesn't create the wrong incentives, and that it measures what it's intended to measure. Then there is little point in measuring things that are not in the power of the organization to change. Goals must be set in such a way that they are both ambitious and achievable.

Then the world changes from the time a performance indicator is presented until it is settled. Some data is no longer available, emphasis on others changes.

In health care, many shortcomings depend on the fact that it is difficult to measure actual services. Performance indicators of this type tend to be external measures; measures of equipment and administration of various kinds, but not the core activities themselves.

Now the performance indicators are made up for the second time. The result is that four were achieved, two were not achieved and three were achieved to a considerable extent or it is a matter of definition whether they were achieved.

Electrification of processes has progressed considerably, and invoices, for example, are no longer sent by post except in exceptional cases. However, the results have not been as fast as the goals assumed.

RAI quality indicators are almost within limits. The organization's effectiveness in distributing information has been good, both on the website and on Facebook, which has proven to be the most convenient platform. Green steps were not achieved through formal means, but many steps were taken in that direction in various areas.

Job satisfaction is according to goals, but the implementation of annual staff meetings has not gone as planned. In-house information provision through the active use of Workplace has been successful.

According to the annual report, there was a slight surplus from operations, but that is due to an extremely large additional budget at the end of the year, so there is a yellow color.

The more detailed performance indicators, which were originally meant to be for indoor use only, became 14 green, eleven red and one yellow.

In the green party we set up service surveys, where we are entirely dependent on the surveys carried out on a national level by the Icelandic Health Insurance and the Ministry of Finance and Economy.

Incident registration has been successful, influenza vaccination for high-risk groups, children's vaccinations, information on the website about foreign affairs, improved accessibility on the website and green accounting, which was done for the first time in 2022. Then we will have staff meetings on the green side, because although there are not quite as many and objectives indicated that the disclosure has been consistent internally.

A major project on improved record keeping, with the implementation of the electronic file system MAFS, resulted in two maturity levels as defined by the National Archives. Response rate in Organization of the year was excellent, the sickness rate was within limits, no unexplained salary differences, and improvements were made in planning.

Yellow color is placed on the number of employees with excessive leave credits, with a significant effort reducing the figure from 57 to 13.

Red color is placed on the number of breakthroughs, medication errors and the annual review of the medication list. You have to look specifically at what is good to take here.

Blood pressure registration decreased after being very good in 2021, but the health care financing system has also changed and not as much emphasis was placed on this. The waiting time for the services of a psychologist was still too long, but there has been a great improvement in service in recent terms in all mental health services with two psychiatric teams, case managers, mobile and remote psychologists and various other things. RAI assessment has not been adopted in home care or nursing homes in Patreksfjörður, but has been adopted elsewhere.

The employee consultation portal has not taken off, although consultation takes place mainly at staff and management meetings, as well as through informal channels. Meetings of the professional council have been canceled due to absences and personnel changes. Employee turnover was slightly higher than expected. A bicycle certification project was put on hold. Vaccinations of employees according to procedures were launched in full force at the beginning of 2023, but receive a red dot for 2022.

A short story from home nursing

During the year, the program Smásaga was introduced. The program enables home care staff to plan a complex day in color and to record even odd conditions and actions. The system is directly connected to Sago's medical record system. This eliminates the duplication of writing notes on the spot and then entering them into the medical record system at the end of the day.