|
|
|
Project code: A76154
Project name: Welfare Partnerships - Effective Services
Policy: 2. Production and utilisation of latest knowledge and expertise
Specific objective: 4.1. Developing research, competence and innovation clusters that draw from regional strengths
Planned completion time: Start 1.9.2020 and end 28.2.2023
Operational status: Ended
Responsible authority: Regional Council of North Karelia
Official name of the applicant: Karelia Ammattikorkeakoulu Oy
Organisation type: University of applied sciences
Business ID: 2454377-1
Street: Tikkarinne 9
Telephone number: 013260600
Postal code: 80200
City/town: Joensuu
Website: https://vapahanke.karelia.fi/
Project contact person's name: Anne Ilvonen
Contact person's position in the organisation: Tutkimus- ja kehittämisjohtaja
Contact person’s email address: anne.ilvonen(at)karelia.fi
Contact person's phone number: +358503116314
Number of applicants or subsidy transfer:
At the moment In Finland we are living in an exceptional situation due to coronavirus COVID-19 pandemic and this has been taken into account in this project.
Business value networks in wellbeing sector in North Karelia -project in the 2019 welfare value chains were surveyed in North Karelia and in Heinävesi. Collaboration between Karelia University of Applied Sciences and Central Karelia development company KETI ltd was operative and efficient.
The former project has specified the purpose of the following project. North Karelian Welfare Strategy providers of the North Karelia, megatrend of Sitra and research have guided the development. In this new Welfare partnerships enable effective services -project aims to participation of the welfare, information and communication technologies, restaurant keepers and transportation service providers. Students and lecturers from Karelia University of Applied Sciences and Eastern Finland Sport Institute take part in the project.
For economic reasons welfare, social and healthcare service sectors must be developed comprehensively and long-termly. To achieve efficiency service providers must: 1. increase partnerships and networks and create permanent ecosystems, 2. create services and service processes serve the client better, 3. increase technology and digitalization processes and 4. develop management and leadership based on strategy.
The purposes are 1. increase welfare companies / associations possibilities to utilize the knowledge of lookahead, 2. create partnerships to develop companies and business, 3. improve business management, 4. create new business in welfare sector and 5. support continuing development of effective ecosystems.
There will be network workshops, business activities for multilateral partners and pilots for new services included in the project. Benchmarking and exhibition journeys will take place in Finland and abroad.
The goal of the project is to create new enterprises, business and networks and utilize modern technology. It will strengthen and develop the welfare ecosystem in a long term.
Pohjois-Karjalan alueen, mukaan lukien Heinävesi Sotehy-alan markkinaehtoisten palvelujen tuottajat (mikro- ja pk-yritykset sekä järjestöt) sekä ko. toimialoille liiketoimintaa suunnittelevat tahot / henkilöt. Tilastokeskuksen toimialaluokituksen TOL 2008 mukaisesti pääkohderyhmänä ovat luokat 86 Terveyspalvelut, 87 Sosiaalihuollon laitospalvelut, 88 Sosiaalihuollon avopalvelut, 90 kulttuuri- ja viihdetoiminta, 93 Urheilutoiminta sekä huvi- ja virkistystoiminta. Lisäksi ko. alojen palvelutarjontaan kiinteästi liittyvät yksityiset palveluntarjoajat ICT-, kuljetus- ja ravitsemispalvelualoilta.
Välillisinä kohderyhminä pääkohderyhmän liiketoimintakumppanit, sidosryhmät ja asiakkaat, alaan liittyvät oppilaitokset henkilökuntineen ja opiskelijoineen, koulutus-, kehittämis- ja tutkimusorganisaatiot. Pohjois-Karjalan toimijoista erityisesti Siun sote, HYTE-toimijat kunnissa, ISLO, Pohjois-Karjalan Yrittäjät ry, Pohjois-Karjalan järjestöasiain neuvottelukunta JANE, Itä-Suomen Sosiaalialan Osaamiskeskus ry.
EU and State funding granted: 451 283
EU and State funding used: 363 149
Planned public funding (total): 534 525
Planned public funding used (total): 436 414
Regions: North Karelia
Subregions: Joensuu, Central Karelia, Pielinen Karelia
Municipalities: Polvijärvi, Liperi, Lieksa, Kontiolahti, Nurmes, Rääkkylä, Outokumpu, Tohmajärvi, Joensuu, Heinävesi, Kitee, Juuka, Ilomantsi
Street:
Postal code:
City/town:
Planned: 15, in which women are employed 10
Completed according to monitoring information: 0.00, in which women are employed 0.00
Planned: 0, which are founded by women 0
Completed according to monitoring information: 0.00, which are founded by women 0.00
| Direct | Indirect | |
| Luonnonvarojen käytön kestävyys | 0 | 0 |
| Ei ole hankkeen keskeinen tavoite | ||
| Ilmastonmuutoksen aiheuttamien riskien vähentäminen | 0 | 0 |
| Ei ole hankkeen keskeinen tavoite | ||
| Kasvillisuus, eliöt ja luonnon monimuotoisuus | 0 | 0 |
| Ei ole hankkeen keskeinen tavoite | ||
| Pinta- ja pohjavedet, maaperä sekä ilma (ja kasvihuonekaasujen väheneminen) | 0 | 0 |
| Ei ole hankkeen keskeinen tavoite | ||
| Natura 2000 -ohjelman kohteet | 0 | 0 |
| Ei ole hankkeen keskeinen tavoite | ||
| Materiaalit ja jätteet | 0 | 0 |
| Ei ole hankkeen keskeinen tavoite | ||
| Uusiutuvien energialähteiden käyttö | 0 | 0 |
| Ei ole hankkeen keskeinen tavoite | ||
| Paikallisen elinkeinorakenteen kestävä kehittäminen | 6 | 5 |
| PK-yrittäjyys lisää paikallista elinvoimaa ja lisää kestävää kehitystä. | ||
| Aineettomien tuotteiden ja palvelujen kehittäminen | 5 | 5 |
| Kyseessä on palveluiden kehittämishanke. | ||
| Liikkuminen ja logistiikka | 4 | 4 |
| Hyvinvointiyrittäjyyteen liittyvät liikkuvat palvelut ovat esimerkki kehittämistoimenpiteistä. | ||
| Hyvinvoinnin edistäminen | 8 | 8 |
| Hankkeen keskeinen tavoite | ||
| Tasa-arvon edistäminen | 3 | 3 |
| Tuetaan hyvinvointiyrittäjyyden tunnistamista erityisesti nuorten miesten keskuudessa. | ||
| Yhteiskunnallinen ja kulttuurinen yhdenvertaisuus | 6 | 7 |
| Toimivilla hyvinvointipalveluilla on yhteiskunnan koheesioon merkittävä vaikutus. | ||
| Kulttuuriympäristö | 3 | 5 |
| Hyvinvointialan palveluntuottajat toimivat vahvasti myös liikuntakulttuurin alalla. Palveluntuottajilla on vaikutusta liikuntakulttuurin kehittämisessä. | ||
| Ympäristöosaaminen | 0 | 0 |
| Ei ole hankkeen keskeinen tavoite |
In the project plan, five objectives were defined for the project activities. The first objective was to increase the opportunities for private service providers in the health and social services sector to use foresight information to develop their own business and services. During the project, events were organized for service providers to share industry and operating environment information, as well as future and foresight information on both the national and regional situation. The events dealt with the formation of the wellbeing services counties nationwide and the formation of the Siun sote wellbeing services county from a regional perspective. The events also presented the changes in the municipal and demographic structure taking place in the area. The events guided service providers to analyze the data collected from their operations and their utilization as a basis for decision-making. Events were also organized on megatrends and silent signals in the field of wellbeing to support the development work. Information was also provided on the needs of welfare services for North Karelian customers and the possibilities to renew operations by utilizing digital solutions. Seven events were organized for this objective and 1,63 participants were held. The project aimed for 25 new products, services or service paths. During the project, 22 new products / services were obtained.
The second objective was to create new partnerships for the business development of service providers in the health and social services sector by utilizing technological solutions and digitalization. Networking events were organized for service providers in the field of wellbeing to build partnerships and develop network cooperation and related expertise. More networking events were organized than promised in the project plan (five events in total), as the epidemic made networking challenging when operating remotely. To support networking, a model was created that allows networks to work and develop the network. Various digital solutions, such as Teams, WhatsApp, Howspace and Zoom, were used as tools for networking in partnership. Due to the epidemic, service providers outside the welfare sector (e.g. transport and catering services) were not included in the cooperation on the authorities. The project organized numerous events where companies providing digital services presented their products/services and opportunities for partnerships that utilize digitalization to develop business activities in the field of wellbeing. The Kumppanuusverkko network with Siun sote, for different service provider sectors, was built throughout the project period. A large number of permanent networks were created nationally and one international network for one service provider. There were 10 events and 210 participants. The aim was to create 10 new tax registers, nine of which were launched.
The third goal was to increase knowledge and readiness for future business management. Events were held to clarify the company's strategy, support change, human resource leadership and digital management. Strategy work is challenging for service providers. Service providers are used to working "hands in the clay", and the company's long-term development and planning has taken a back seat. Two events were held to launch your strategy work. In the current situation, entrepreneurs identify strategy work as a development target for the company. The availability of SoTeHy personnel is challenging, so human resorces and change management is needed. Events were organized for managing emotions, well-being at work and improving the smoothness of work (Lean), which it was hoped would open up entrepreneurs' views on future management. Technological and digital experiments were organized almost throughout the project period to support digital management. A lot of experiments were carried out, and all the companies that participated in the experiments have a process description for carrying out the experiments in the future. All employees of the company were involved in the experiments. The project aimed to carry out 20 experiments, but 24 of them were carried out. There were 9 leadership events with 1,44 participants.
The fourth objective was to create the capacity to develop new and new kinds of business in the field of wellbeing. The epidemic brought a demand to develop future services and service processes in a customer-centric and multi-functional manner. At the events organized, the service providers stated that the new wellbeing services counties need to develop their competence in the field of transportand strengthen their competitiveness. Thanks to the epidemic, new technologies and digitalization changed the role and behavior of the customer base. Remote services, therapies and guidance became more common, and service providers had to develop service production implemented in a new way. Finding your own new markets and gaining market share in a strategy-driven manner become the lifeblood of companies. From the perspective of a new market, the project organized four benchmarking trips and various experiments related to technology or digitalization. The service providers noted that multifunctionality will be a growing trend in sparsely populated areas. The goal of new companies and new jobs was challenging due to the coronavirus epidemic and the construction of the wellbeing services counties. Nine new services were launched and services and frostbite processes were initiated in workshops, but the societal challenge of the situation made companies cautious. During the project, four of the welfare sector service providers involved in the project discontinued their service production. Unfortunately, it was not possible to develop the actual multidisciplinary services during the restrictions caused by the coronavirus epidemic. Seven events were organized and 146 participants participated. Of the 15 new enterprises and 15 new jobs targeted, 4 new enterprises and 10 new jobs were created.
The fifth objective of the project was the continuous development of effective ecosystems in the field of wellbeing. Cooperation with Siun sote has been developed during previous projects (Hymy, Hyrrä, Arvoverkkokartoitus). This development work was continued with the Siun soten TulSote project. The project meetings, which also included service providers, described the changes coming to the wellbeing services counties and sought to find solutions for the way private service providers cooperated with public service provision. Both public and private service production have a common goal of controlling cost increases, availability of services and a better customer experience. Various remote working tools came up in all discussions from the perspective of service development. The events promoted the strengthening and cooperation of the provincial welfare ecosystem by making the network of actors visible and by creating common tools for operators. In order to develop contract and consortium competence, seven (7) expert events will be held on the topic, which were related to the agreements and the situation during the transition from Siun sote to the wellbeing services counties. The project participants were guided to seek advice and expert help from Business Joensuu, the advisory services of development companies, the Federation of Finnish Enterprises and the legal services of industry associations (Rehabilitation Entrepreneurs). A separate event was arranged for service providers on procurement and the search watch service. A total of eight events were organized and 98 participants participated in the events.