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Article
Publication date: 6 January 2022

Bianca Buijck, Bert Vrijhoef, Monique Bergsma and Diederik Dippel

To organize stroke care, multiple stakeholders work closely together in integrated stroke care services (ISCS). However, even a well-developed integrated care program needs a…

120

Abstract

Purpose

To organize stroke care, multiple stakeholders work closely together in integrated stroke care services (ISCS). However, even a well-developed integrated care program needs a continuous quality improvement (CQI) cycle. The current paper aims to describe the development of a unique peer-to-peer audit framework, the development model for integrated care (DMIC), the Dutch stroke care standard and benchmark indicators for stroke.

Design/methodology/approach

A group of experts was brought together in 2016 to discuss the aims and principles of a national audit framework. The steering group quality assurance (SGQA) consisted of representatives of a diversity of professions in the field of stroke care in the Netherlands, including managers, nurses, medical specialists and paramedics.

Findings

Auditors, coordinators and professionals evaluated the framework, agreed on that the framework was easy to use and valued the interesting and enjoyable audits, the compliments, feedback and fruitful insights. Participants consider that a quality label may help to overcome necessity issues and have health care insurers on board. Finally, a structured improvement plan after the audit is needed.

Originality/value

An audit offers fruitful insights into the functioning of an ISCS and the collaboration therein. Best practices and points of improvement are revealed and can fuel collaboration and the development of partnerships. Innovative cure and care may lead to an increasing area of support among professionals in the ISCS and consequently lead to improved quality of delivered stroke care.

Details

Journal of Integrated Care, vol. 30 no. 2
Type: Research Article
ISSN: 1476-9018

Keywords

Available. Open Access. Open Access
Article
Publication date: 26 February 2024

Daniël van Staveren, Monique Arkesteijn and Alexandra Den Heijer

Corporate real estate management (CREM) is complex due to an increasing number of real estate (RE) added values and the tensions between them. RE managers are faced with…

619

Abstract

Purpose

Corporate real estate management (CREM) is complex due to an increasing number of real estate (RE) added values and the tensions between them. RE managers are faced with trade-offs: to choose a higher performance for one added value at the cost of another. CREM research mainly deals with trade-offs in a hypothetical sense, without looking at the characteristics of the RE portfolio nor the specific context in which trade-offs are made. The purpose of this paper is to further develop the concept of real estate value (REV) optimisation with regard to tensions between decreasing CO2 emissions and supporting user activities.

Design/methodology/approach

Mixed method study. REV optimisation between user activities and energy efficiency for police stations in the Netherlands built between 2000 and 2020 is analysed. This is complemented by interviews with an RE manager and senior user of police stations and analysis of policy documents.

Findings

The characteristics of the police station portfolio indicate no correlation between user activities and energy efficiency for the case studied. This is complemented by interviews, from which it becomes clear that there was in fact little tension between supporting user activities and energy efficiency. The performances of these two different added values were optimised separately.

Originality/value

This study combines different scales (building and portfolio level) with different types of data: portfolio analysis, document analysis and interviews. This creates a comprehensive image of whether and how the Netherlands police optimised the two RE values.

Details

Journal of Corporate Real Estate , vol. 26 no. 4
Type: Research Article
ISSN: 1463-001X

Keywords

Available. Open Access. Open Access
Article
Publication date: 6 August 2024

Özlem Altınkaya Genel, Alexandra C. den Heijer and Monique H. Arkesteijn

To plan the future university campus, campus executives need decision-making support from theory and practice. Matching the static campus (supply) with the dynamic (demand) …

627

Abstract

Purpose

To plan the future university campus, campus executives need decision-making support from theory and practice. Matching the static campus (supply) with the dynamic (demand) - while safeguarding spatial quality and sustainability - requires management information from similar organizations. This study presents an evidence-based briefing approach to support decision-makers of individual universities with management information when making decisions for their future campus.

Design/methodology/approach

For the proposed evidence-based briefing approach, the continuous Designing an Accommodation Strategy (DAS) framework is used in a mixed-method research design to evaluate the past to plan for the future. Five campus themes and three campus models (solid, liquid, and gas) are introduced to describe the development and diversification of university campuses and their impact across different university building types. Based on this theoretical framework, first, qualitative interview data are analyzed to understand which standards campus managers expect; second, a quantitative project database is used to demonstrate what is actually realized.

Findings

The findings demonstrate that remote working and online education will become more common. Academic workplaces and learning environments are more adaptive to changes than laboratory spaces. The analyses reveal different effective space use strategies to meet the current demand: they include space-efficient mixed-use buildings, and mono-functional generic educational and office spaces. These results show that operationalized evidence-based briefing can help design the future campus.

Originality/value

The study adds knowledge during a critical (post-COVID) period when decision-makers need evidence from others to adapt their campus management strategies to hybrid and sustainable ambitions.

Details

Property Management, vol. 43 no. 1
Type: Research Article
ISSN: 0263-7472

Keywords

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