HUS year 2024: Second year of strategy progressed as planned

We contributed to our strategy through annual goals and development of our activities.

Strategic measures for 2024

Customer experience

Our goal is to provide the best customer experience in Finland. We implemented the customer involvement program, created a common model for HUS to utilize customer feedback, transferred our appointment letters into digital format, and formulated the roles of customer experience responsibilities.  

Read more:

Half a million feedback responses in 2024: HUS has a proven track record of satisfied customers

Employee experience

We aim to be the most attractive workplace in Finland by improving wellbeing at work and by developing supervisory work, leadership, and the rewards practices. We created a comprehensive personnel report to support HR planning and developed low-threshold services and work-ability management models.  

Cooperation with wellbeing services counties

We will continue to strengthen cooperation in the areas of Uusimaa and Southern Finland and coordinate agreement preparation in the collaboration area. We built a regional knowledge base reporting interface, which we will start piloting in 2025. We compiled a shared set of principles for the development of the service chain and started piloting the effectiveness indicators for treatment.

Continuous improvement and reform  

Our goal is to be the best university hospital in the Nordic countries. We strengthened the prerequisites for research, development, innovation and education (TKIO) activities and started building the ISO 9001 quality management system for the entire HUS. We developed an AI pilot to test whether we can facilitate the work of professionals and reduce the required screen time at work. We also developed and piloted a forecast report for the number of patients admitted on our wards and discharged from our wards.

Sustainable economy

Our goal is to provide services that are of good quality, equal, and cost-effective. We created a more cost-effective model for the appointment booking process, leveraging existing digital capabilities. We successfully implemented a standardized report for utilization rate monitoring of expensive equipment and operating room facilities. We created a user app for the service network and trained the users. We also created a profitability constant for the evaluation of services and activities outside the budget framework.

Other significant developmental entities in 2024

Productivity program

In order to balance our finances, we included our annual productivity program within the sphere of our shared monitoring activities. We implemented three productivity projects across the entire HUS: the rationalization of costly hospital medicine costs, the use of interpretation services, and the appropriate use of hired labor.  

Improving access to treatment

To improve access to treatment, we implemented three projects: developing the day-to-day management of joint replacement surgery and building a centralized treatment planning center; making the work of physicians in eye diseases more efficient by developing the physician-nurse-optician model, division of work, referral guidance and the process for outsourced services; and creating a predictive model for the number of patients for further treatment of patients transferred from the Meilahti Emergency Department to an inpatient ward in collaboration with the City of Helsinki. At the same time, we also improved the discharge process.

Transparency and consistency in development work

To ensure HUS resources and a common direction, we developed and aligned project management tools for use within the entire organization. In addition, we created a joint forum for development portfolio management for use by the extended Executive Group to discuss key development projects.