Implementing a continuum of care model for older people - results from a Swedish case study

Abstract

IntroductionThere is a need for integrated care and smooth collaboration between care-providing organisations and professions to create a continuum of care for frail older people. However, collaboration between organisations and professions is often problematic. The aim of this study was to examine the process of implementing a new continuum of care model in a complex organisational context, and illuminate some of the challenges involved. The introduced model strived to connect three organisations responsible for delivering health and social care to older people: the regional hospital, primary health care and municipal eldercare.MethodsThe actions of the actors involved in the process of implementing the model were understood to be shaped by the actors' understanding, commitment and ability. This article is based on 44 qualitative interviews performed on four occasions with 26 key actors at three organisational levels within these three organisations.Results and conclusionsThe results point to the importance of paying regard to the different cultures of the organisations when implementing a new model. The role of upper management emerged as very important. Furthermore, to be accepted, the model has to be experienced as effectively dealing with real problems in the everyday practice of the actors in the organisations, from the bottom to the top.

Co-Leadership – A Management Solution for Integrated Health and Social Care

“…In line with previous research [5253], having adequate organizational support, i.e. policy strategies enabling co-leadership as a management solution throughout the organization, and having clear common objectives for the services were emphasized as key pre-conditions.…”

Older people's views of quality of care: a randomised controlled study of continuum of care

“…The study is part of a larger multidisciplinary project entitled Continuum of Care for Frail Elderly People (Hasson , Dunér et al . , Wilhelmson et al . ).…”

Professional practice‐related training and organizational readiness for change facilitate implementation of projects on the national core value system in care of older people

“…Organizational obstacles, such as lack of interest on the part of management, have been reported in several studies (Bryar et al, ; Hannes et al., ; McCormack et al, ; Rycroft‐Malone et al, ). It has been argued that one prerequisite for organizational support is that interventions match the priorities and strategies selected by management (Duner, Blomberg, & Hasson, ; Røsstad et al, ) and that this match (or lack thereof) may serve as a way to predict and control the work environment (Habermas, ). In our study, this was demonstrated by the finding indicating that management support was a principle feature, but for successful implementation to occur, the project had to be given priority over other projects.…”