Anna McGlynn, Éidín Ní Shé, Paul Bennett, Siaw-Teng Liaw, Tony Jackson and Ben Harris-Roxas
HealthPathways is an online decision support portal, primarily aimed at General Practitioners (GPs), that provides easy to access and up to date clinical, referral and resource…
Abstract
Purpose
HealthPathways is an online decision support portal, primarily aimed at General Practitioners (GPs), that provides easy to access and up to date clinical, referral and resource pathways. It is free to access, with the intent of providing the right care, at the right place, at the right time. This case study focuses on the experience and learnings of a HealthPathways program in metropolitan Sydney during the COVID-19 pandemic. It reviews the team's program management responses and looks at key factors that have facilitated the spread and scale of HealthPathways.
Design/methodology/approach
Available data and experiences of two HealthPathways program managers were used to recount events and aspects influencing spread and scale.
Findings
The key factors for successful spread and scale are a coordinated response, the maturity of the HealthPathways program, having a single source of truth, high level governance, leadership, collaboration, flexible funding and ability to make local changes where required.
Originality/value
There are limited published articles on HealthPathways. The focus of spread and scale of HealthPathways during COVID-19 is unique.
Details
Keywords
Md Mahfuz Ashraf, Mohammed Abdur Razzaque, Siaw-Teng Liaw, Pradeep Kumar Ray and Md Rashadul Hasan
Despite its immense potentials as a sustainable and innovative means to solve specific social problems, the basic concept of the social business model (SBM) advanced by Professor…
Abstract
Purpose
Despite its immense potentials as a sustainable and innovative means to solve specific social problems, the basic concept of the social business model (SBM) advanced by Professor Muhammad Yunus remains unclear to many. There exists no literature that objectively compares this model from empowerment and economic growth perspectives with other seemingly similar concepts, such as social enterprise, non-governmental organization (NGO) and corporate social responsibility. Although many NGOs have been showing increasing interest towards the adoption of the SBM to minimize social problems sustainably, lack of conceptual clarity of the model limits the scope of its adoption in addressing social issues. The paper aims to discuss these issues.
Design/methodology/approach
This study is based on a systematic search, analysis and review of literature. It has made use of narrative synthesis of relevant literature on a diverse range of socially oriented models, frameworks and interventions.
Findings
This study identified five key aspects of social business, namely: business’s mission and outcomes, characteristics, operation, resource utilization and environmental considerations. Based on these five key aspects one may like to infer that unlike other social interventions, the alignment of SBM is specific to empowerment of disadvantaged people leading to sustainable economic growth. Analyzing a range of social business interventions in a developing country, Bangladesh, through the lens five key aspects demonstrates that social business is the most efficient way to sustainably maximize the social benefits and minimize specific social issues poverty of the people affected.
Originality/value
This study discusses the scopes of adopting SBM for the socially responsible organizations for sustainable empowerment and economic growth in emerging economies.
Details
Keywords
Siaw‐Teng Liaw, Chris Pearce and Mike Keppell
Describes the development in Australia of TeleQACE, a Web‐based learning environment, which allows clinicians to participate in interactive learning at times that suit them. The…
Abstract
Describes the development in Australia of TeleQACE, a Web‐based learning environment, which allows clinicians to participate in interactive learning at times that suit them. The design addressed the balance between richness of content and bandwidth to reach geographically dispersed regions. The guiding philosophy was shared knowledge and interaction based around actual experience and cases developed by practicing academic general practitioners in consultation with specialists. A constructivist approach, focused on discussion to build a “basic case” into an “advanced case” over a learning cycle of 13‐16 weeks, was adopted. Knowledge gaps and suggestions from participants guided the development of a “basic” case into its “advanced” equivalent which was re‐presented to the participants, accompanied by relevant reference material, for reflection and interaction. The final outcome was a “model case”, archived for ongoing reference by the group. Participation rates appear to be consistent with other Internet‐based continuing medical education programs.