Executive Decision-Making: Piloting Project ECHO® to Integrate Care in Queensland
Introduction: A Queensland project team secured grant funding to pilot Project ECHO®, a telementoring model, to drive vertical and horizontal integration across paediatric, education and primary care services. This study sought to understand what influenced healthcare executives’ decision-making pro...
| Main Authors: | , , , , |
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| Format: | Article |
| Language: | English |
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Ubiquity Press
2020-12-01
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| Series: | International Journal of Integrated Care |
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| Online Access: | https://www.ijic.org/articles/5512 |
| _version_ | 1818728474175602688 |
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| author | Perrin Moss Nicole Hartley Jenny Ziviani Dana Newcomb Trevor Russell |
| author_facet | Perrin Moss Nicole Hartley Jenny Ziviani Dana Newcomb Trevor Russell |
| author_sort | Perrin Moss |
| collection | DOAJ |
| description | Introduction: A Queensland project team secured grant funding to pilot Project ECHO®, a telementoring model, to drive vertical and horizontal integration across paediatric, education and primary care services. This study sought to understand what influenced healthcare executives’ decision-making processes to organisationally commit to and financially invest in the pilot proposal within an organisational context. Theory and Methods: A phenomenological approach methodology was adopted to investigate healthcare executives’ conscious decision-making processes. Semi-structured interviews with key stakeholders were conducted alongside project documentation analyses to create a thematic framework. Results: The qualitative thematic analysis identified five key themes that influenced the decision-making processes of healthcare executives to invest in Project ECHO® as an integrated care pilot. The themes were: (i) personal experiences, (ii) benefits, (iii) risks, (iv) partnerships, and (v) timing. Executives’ reflections explored how their decision-making processes considered the intrapreneurial project team as an indicator of future sustainability. Discussion: Findings highlighted healthcare intrapreneurs’ drive to foster more integrated and people-centred approaches to care. Intrapreneurial aims of financial sustainability, ongoing improvement and scalability of the proposal positively influenced investment confidence. Conclusion: Intrapreneurial champions must provide a compelling narrative to convince executive decision-makers that benefits will outweigh risks, that integration is achievable through strengthened partnerships as well as future sustainability beyond the pilot phase. |
| first_indexed | 2024-12-17T22:30:34Z |
| format | Article |
| id | doaj.art-55731bcf79b44ea9a9bd4d9f57cf41d2 |
| institution | Directory Open Access Journal |
| issn | 1568-4156 |
| language | English |
| last_indexed | 2024-12-17T22:30:34Z |
| publishDate | 2020-12-01 |
| publisher | Ubiquity Press |
| record_format | Article |
| series | International Journal of Integrated Care |
| spelling | doaj.art-55731bcf79b44ea9a9bd4d9f57cf41d22022-12-21T21:30:12ZengUbiquity PressInternational Journal of Integrated Care1568-41562020-12-0120410.5334/ijic.55124883Executive Decision-Making: Piloting Project ECHO® to Integrate Care in QueenslandPerrin Moss0Nicole Hartley1Jenny Ziviani2Dana Newcomb3Trevor Russell4Children’s Health Queensland, South Brisbane, Queensland; The University of Queensland, South Brisbane, QueenslandSchool of Business, The University of Queensland, St Lucia, QueenslandSchool of Health and Rehabilitation Sciences, The University of Queensland, St Lucia, QueenslandChildren’s Health Queensland, South Brisbane, QueenslandSchool of Health and Rehabilitation Sciences, The University of Queensland, St Lucia, QueenslandIntroduction: A Queensland project team secured grant funding to pilot Project ECHO®, a telementoring model, to drive vertical and horizontal integration across paediatric, education and primary care services. This study sought to understand what influenced healthcare executives’ decision-making processes to organisationally commit to and financially invest in the pilot proposal within an organisational context. Theory and Methods: A phenomenological approach methodology was adopted to investigate healthcare executives’ conscious decision-making processes. Semi-structured interviews with key stakeholders were conducted alongside project documentation analyses to create a thematic framework. Results: The qualitative thematic analysis identified five key themes that influenced the decision-making processes of healthcare executives to invest in Project ECHO® as an integrated care pilot. The themes were: (i) personal experiences, (ii) benefits, (iii) risks, (iv) partnerships, and (v) timing. Executives’ reflections explored how their decision-making processes considered the intrapreneurial project team as an indicator of future sustainability. Discussion: Findings highlighted healthcare intrapreneurs’ drive to foster more integrated and people-centred approaches to care. Intrapreneurial aims of financial sustainability, ongoing improvement and scalability of the proposal positively influenced investment confidence. Conclusion: Intrapreneurial champions must provide a compelling narrative to convince executive decision-makers that benefits will outweigh risks, that integration is achievable through strengthened partnerships as well as future sustainability beyond the pilot phase.https://www.ijic.org/articles/5512project echointrapreneurshipintegrated careinvestmentpaediatricsdecision-making |
| spellingShingle | Perrin Moss Nicole Hartley Jenny Ziviani Dana Newcomb Trevor Russell Executive Decision-Making: Piloting Project ECHO® to Integrate Care in Queensland International Journal of Integrated Care project echo intrapreneurship integrated care investment paediatrics decision-making |
| title | Executive Decision-Making: Piloting Project ECHO® to Integrate Care in Queensland |
| title_full | Executive Decision-Making: Piloting Project ECHO® to Integrate Care in Queensland |
| title_fullStr | Executive Decision-Making: Piloting Project ECHO® to Integrate Care in Queensland |
| title_full_unstemmed | Executive Decision-Making: Piloting Project ECHO® to Integrate Care in Queensland |
| title_short | Executive Decision-Making: Piloting Project ECHO® to Integrate Care in Queensland |
| title_sort | executive decision making piloting project echo r to integrate care in queensland |
| topic | project echo intrapreneurship integrated care investment paediatrics decision-making |
| url | https://www.ijic.org/articles/5512 |
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