Integrated eCare in Dementia

2019 ◽  
pp. 90-110
Author(s):  
Sarah Delaney
Keyword(s):  
Family Carers ◽  
Web Portal ◽  
Satisfaction Rating ◽  
For Profit ◽  
Not For Profit ◽  
People With Dementia ◽  
Key Stakeholders ◽  
High Satisfaction ◽  
Provider Organization ◽  
The Web

This chapter describes the evaluation of the INDEPENDENT project as it was implemented in Ireland. The project in Ireland consisted of the collaboration of the Alzheimer Society of Ireland, a not-for-profit organization providing services for people with dementia and their family carers, and Tunstall Emergency Response (TER), a commercial telecare provider organization. A joint client database was developed that provided information on alerts and events generated by the telecare system to ASI staff. An evaluation was undertaken with family carers, staff, and key stakeholders in ASI and TER. The telecare packages were given a high satisfaction rating by family carers. The Web portal was seen as beneficial by staff, in that it provided close-to-real time access to information on telecare alerts and events that could enhance care planning. However, staff regarded the portal as difficult to navigate and use. Key informants in ASI and TER both viewed the Web portal as enhancing the reputation of their organization.

Integrated eCare in Dementia

2014 ◽  
pp. 314-331
Author(s):  
Sarah Delaney
Keyword(s):  
Family Carers ◽  
Web Portal ◽  
Satisfaction Rating ◽  
For Profit ◽  
Not For Profit ◽  
People With Dementia ◽  
Key Stakeholders ◽  
High Satisfaction ◽  
Provider Organization ◽  
The Web

This chapter describes the evaluation of the INDEPENDENT project as it was implemented in Ireland. The project in Ireland consisted of the collaboration of the Alzheimer Society of Ireland, a not-for-profit organization providing services for people with dementia and their family carers, and Tunstall Emergency Response (TER), a commercial telecare provider organization. A joint client database was developed that provided information on alerts and events generated by the telecare system to ASI staff. An evaluation was undertaken with family carers, staff, and key stakeholders in ASI and TER. The telecare packages were given a high satisfaction rating by family carers. The Web portal was seen as beneficial by staff, in that it provided close-to-real time access to information on telecare alerts and events that could enhance care planning. However, staff regarded the portal as difficult to navigate and use. Key informants in ASI and TER both viewed the Web portal as enhancing the reputation of their organization.

Social housing provision for minority ethnic older people with dementia: Findings from a qualitative study

Dementia ◽  
2015 ◽  
Vol 16 (6) ◽  
pp. 750-765 ◽  
Author(s):  
Valerie Lipman ◽  
Gillian Manthorpe
Keyword(s):  
Housing Provision ◽  
Housing Associations ◽  
Fully Integrated ◽  
For Profit ◽  
The United Kingdom ◽  
Not For Profit ◽  
People With Dementia ◽  
Housing Services ◽  
Audit Approach ◽  
The Cost

Little research has explored how not-for-profit housing providers, often termed Housing Associations in the United Kingdom, meet the needs of older tenants with dementia who are from black and ethnic minority communities. This article presents findings from an exploratory study conducted in 2015. The study took an audit approach, investigating current practice and policy in 12 Housing Associations. All were developing their understanding of dementia; some were augmenting their standard rented property portfolio to include housing with care provision; and most had policies relating to equalities and diversity and were offering dementia training to members of staff. None appeared to have fully integrated the three strands of housing services, dementia care, and cultural or ethnicity-related needs and preferences. A range of strategies was reported as being developed to meet tenants’ changing circumstances. Anxiety about the cost of adaptations was commonly reported, although the nature and extent of this were ill-defined. Discussion focuses on the findings’ implications for housing providers and for dementia professionals.

Revisiting Project Definition/Initiation for Telemedicine Services

2020 ◽  
pp. 1215-1241
Author(s):  
Suzanne J. Wood ◽  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Joseph Tan
Keyword(s):  
Best Practices ◽  
Network Model ◽  
Business Models ◽  
Private Hospital ◽  
Key Factors ◽  
Healthcare Organizations ◽  
For Profit ◽  
Not For Profit ◽  
Key Stakeholders ◽  
Multiple Domains

Healthcare organizations and stakeholders are profoundly challenged in transiting a telemedicine project into a sustainable telehealth service line. While project management best practices have added values across multiple domains, a knowledge gap exists on informed execution of telehealth best practices. Project definition, or initiation, sets the strategic vision (and plan) for a project. It is the predominant stage in a project. As project initiation hugely defines project success, revisiting this stage for telemedicine may help to inform key actors on ways to achieve an optimal delivery of such services. Indeed, winning telehealth services require well-knitted intra- and inter-organizational collaboration on technology adoption across different organizational arrangements and among key stakeholders. Hence, a model redefining key project initiation components is used to drive our analysis. Drawing from collected data of a multisite telestroke implementation and anchoring on the model's conceptualization, the authors explore in-depth how project initiation can be strategically framed within the telemedicine context. The interpretative findings from the data analysis, with each case surmising a distinct telemedicine business model, provide further insights on the collaborative uptake of telestroke programs. More specifically, the authors extend the analysis through comparative examination of key factors that promote or impede adoption via the lens of five distinct telecare business models: (1) the outsourced model; (2) the alliance model; (3) the not-for-profit private hospital network model; (4) the not-for-profit university sponsored network model; and (5) the for-profit private hospital network model. Together, the insights provided by this contribution will help efforts directed towards contextualizing key elements of project initiation in telemedicine and highlight the alignments of critical factors that can impact future telehealth efforts.

From the stakeholder viewpoint: designing measurable objectives

2012 ◽  
Vol 33 (6) ◽  
pp. 40-46 ◽  
Author(s):  
Graham Kenny
Keyword(s):  
Action Research ◽  
Strategic Planning ◽  
Design Methodology ◽  
Middle Managers ◽  
Practical Situation ◽  
Content Type ◽  
For Profit ◽  
Not For Profit ◽  
Strategic Plans ◽  
Key Stakeholders

PurposeThis article seeks to review how objectives are conventionally designed for organizations before detailing a new and proven approach based on the author's many years of research and consulting experience. The practical situation on which the article aims to focus is strategic planning, a process in which CEOs, middle managers and directors on boards find themselves frequently involved.Design/methodology/approachThe outlined objective‐setting methodology is the result of more than two decades of action research. The author has worked with organizations across all sectors – private, public and not‐for‐profit – to develop meaningful and measurable objectives during the course of designing their strategic plans.FindingsMost organizations flounder when it comes to objective setting. They come up with lists of objectives that are a mixture of quantified and non‐quantified items or restatements of mission, vision and values; they are often vague and general and are assembled as one undifferentiated block, i.e. not segmented according to an organization's key stakeholders. No wonder managers find the conventional process of objective‐setting both frustrating and ineffective. In contrast, the author has found that the approach outlined in this article engages participants and produces clear and measurable outcomes.Originality/valueOrganizations in all sectors – business, government and not‐for‐profit – can benefit greatly by re‐thinking their current practices and changing the way they go about designing their objectives. The approach outlined herein has solved many conceptual and practical problems managers face and led to the design of organization objectives that really shape precise strategies.

Success Criteria and Factors for International Development Projects: A Life-Cycle-Based Framework

2008 ◽  
Vol 39 (1) ◽  
pp. 72-84 ◽  
Author(s):  
Do Ba Khang ◽  
Tun Lin Moe
Keyword(s):  
Life Cycle ◽  
International Development ◽  
Development Projects ◽  
For Profit ◽  
Project Completion ◽  
Not For Profit ◽  
Success Criteria ◽  
Key Stakeholders ◽  
Managerial Implications ◽  
Project Life

The paper presents a new conceptual model for not-for-profit international development projects that identifies different sets of success criteria and factors in the project life-cycle phases and then provides the dynamic linkages among these criteria and factors. The model can serve as a basis to evaluate the project status and to forecast the results progressively throughout the stages. Thus, it helps the project management team and the key stakeholders prioritize their attention and scarce development resources to ensure successful project completion. Empirical data from a field survey conducted in selected Southeast Asian countries confirm the model's validity and also illustrate important managerial implications.

Revisiting Project Definition/Initiation for Telemedicine Services

2018 ◽  
pp. 439-466
Author(s):  
Suzanne J. Wood ◽  
Cynthia M. LeRouge ◽  
Bengisu Tulu ◽  
Joseph Tan
Keyword(s):  
Best Practices ◽  
Network Model ◽  
Business Models ◽  
Private Hospital ◽  
Key Factors ◽  
Healthcare Organizations ◽  
For Profit ◽  
Not For Profit ◽  
Key Stakeholders ◽  
Multiple Domains

Healthcare organizations and stakeholders are profoundly challenged in transiting a telemedicine project into a sustainable telehealth service line. While project management best practices have added values across multiple domains, a knowledge gap exists on informed execution of telehealth best practices. Project definition, or initiation, sets the strategic vision (and plan) for a project. It is the predominant stage in a project. As project initiation hugely defines project success, revisiting this stage for telemedicine may help to inform key actors on ways to achieve an optimal delivery of such services. Indeed, winning telehealth services require well-knitted intra- and inter-organizational collaboration on technology adoption across different organizational arrangements and among key stakeholders. Hence, a model redefining key project initiation components is used to drive our analysis. Drawing from collected data of a multisite telestroke implementation and anchoring on the model's conceptualization, the authors explore in-depth how project initiation can be strategically framed within the telemedicine context. The interpretative findings from the data analysis, with each case surmising a distinct telemedicine business model, provide further insights on the collaborative uptake of telestroke programs. More specifically, the authors extend the analysis through comparative examination of key factors that promote or impede adoption via the lens of five distinct telecare business models: (1) the outsourced model; (2) the alliance model; (3) the not-for-profit private hospital network model; (4) the not-for-profit university sponsored network model; and (5) the for-profit private hospital network model. Together, the insights provided by this contribution will help efforts directed towards contextualizing key elements of project initiation in telemedicine and highlight the alignments of critical factors that can impact future telehealth efforts.

The Development of Not-For-Profit Hospital Cost Models

1988 ◽  
Vol 6 (1) ◽  
pp. 35-48
Author(s):  
Greg M. Thibadoux ◽  
Nicholas Apostolou ◽  
Ira S. Greenberg
Keyword(s):  
Hospital Cost ◽  
Cost Models ◽  
For Profit ◽  
Not For Profit
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