Vänersborg Municipality: The journey towards a process-oriented approach

From skepticism to engagement

When a process-oriented approach is imposed as an external requirement, it can easily become burdensome, both for employees and managers. This was the case when SOSFS (Swedish regulation on systematic quality management in health and social care) was introduced back in 2011. The following year, all Swedish municipalities were required to adopt a process-oriented approach, which proved to be a challenge that many municipalities struggled with.

This was also the case in Vänersborg, where the requirement was perceived just like that – a tedious necessity. The work began, but quickly lost momentum due to a lack of commitment and motivation. When Marie joined the Social Services Department as a Development Manager in 2022, her goal was to change the perception of process-oriented organizations.

October 13, 2025

A need for change

Marie Gran is originally a Social worker, but has over 10 years of experience in process-oriented working methods. When she started working for Vänersborg, processes had a bad reputation within the organization. They were seen as difficult and not particularly enjoyable. A requirement, a necessity, but for what? Marie wanted to change this.

”In the private sector, people often choose to work in a process-oriented way simply because they see the benefits. I wanted to change the perception from seeing it as a requitement to seeing it as an opportunity”, Marie tells us.

She was clear from the outset: the processes would not become a static product sitting on a shelf. They would create benefits in everyday life. To succeed, the issued an ultimatum to senior management. “Either we go into this with the attitude of getting it over and done, or we do this the right way and reap the benefits”. The choice fell on the latter, and the journey towards engagement could begin.

Build engagement from the ground up

Marie was given mandate and assembled a small project group of people who already understood the value of the work. Together, they revised existing processes and trained staff in what it meant working process-oriented.

Instead of mapping each business area separately, or starting at a general level, they dug deeper where a hint of interest already existed. Together with employees, they held workshops and created processes. The processes created were used as inspiration and good examples for other parts of the organization.

”We made sure that the workshops were actually fun and meaningful. Mapping processes should be something rewarding, not a requirement”, Marie continues.

The project group also made sure to transfer knowledge to unit managers who understood the benefits of the project. In turn, they spread the knowledge further, and it had a ripple effect across the organization. Suddenly, more and more ambassadors appeared in the municipality, and the interest grew organically.

Eventually, employees themselves contacted the project group with processes they has identified as vulnerable. These were undocumented processes living in the mind of single employees. By mapping these processes, they secured the operations and ensured that the knowledge was documented.

When the benefits are showing

In the end of the project, the Social Services Administration had mapped over 200 processes. These ranged from social services and elderly care to municipal health and medical care. In addition, 55 laws and regulations had been added and addressed to the processes in 2c8 Apps. This provided a whole new type of clarity.

So, what was perceived effect of the work? Not only did engagement increase throughout the organization, which was a major part of the project’s goal. But the process mapping also provided a number of other benefits.

1. Clearer handovers and better collaboration processes

Marie points out that during the mapping process, they could easily identify where there was a risk of things falling through the cracks. Also, she tells us that they could clearly see where there was a mismatch in expectations between processes. The finalized processes, which included mitigating measures for these issues, have helped employees to better manage handovers and collaborate between processes.

2. From drainpipe-thinking to fountain-thinking

Another benefit Marie highlights is that the organization has gained a more holistic perspective. When processes are visualized and clear, employees can see how decisions, actions, and changes affect other areas.

”We have gone from thinking in silos to seeing it more like a fountain, where everything spills over into other areas. This mindset that has been created has really promoted collaboration”, Marie explains.

3. Increased patient and user perspective

Marie goes on to say, that from the outset of the project, they have been clear about always reflecting the patients journey throughout the organization. Mapping the processes from this perspective has contributed to the organization being perceived as more seamless.

4. Working more preventively

During the intensive work of mapping all processes, Maria has also seen great value in being able to identify, assess, and manage the risks they have discovered. She explains that they have become much more proactive in their approach.

5. Fewer routines

Last but not least, Marie talks about how many of their routines have been replaced with process models during the project. In one process, they noticed that there were nine different routines linked to the process. All of them describing roughly the same thing. When the processes were completed, the number of routines has been halved, and those that remained complemented the model.

From enforcement to engagement

What was once a heavy requirement has turned into something that awoke curiosity and engagement. Processes were no longer something destined to be a shelf product, but a tool that made the work life easier, created clarity, and improved collaboration.

The journey in Vänersborg municipality shows that commitment cannot be forced, but must be built through understanding and participation. When this happens, the process-oriented approach is not a requirement from above, but rather a natural part of the culture.

And this is where the real profit lies: in the step from resistance to engagement.