Approaches to welfare technology in municipal eldercare

Figures & data

Table 1. Interviewed and observed professionals involved in providing eldercare services.

	Number
Municipalities	10
Interviews	Local politicians (5)
	Case managers (9)
	IT strategists (6)
	Managers (7)
	Frontline nurse assistants (8)
	Nurses (4)
	Occupational therapists (5)
Observations	Frontline nurse assistants (5)
Meetings	Management meetings (4)
	Staff and Management (5)
Names, locations, and municipalities withheld to secure anonymity.

Table 2. Welfare technology implementation approaches in municipal eldercare.

	“Understandings” of change	Engagements and procedures	Limitations
As an end-product	The assumption is that accessibility to technology will transform the eldercare organization by instant diffusion of welfare technologies	Investments are made in several welfare technologies	No plans for education, training, evaluation, and implementation Only sufficient to disrupt the status quo if made obligatory to only subscribe welfare technology instead of traditional services
As a project	The assumption is that lessons learned from the project will drizzle through the eldercare organization and lead to changes in care practices	Project groups are formed to manage the project	Lack of long-term plans Often dependent on “key driving person” Difficulties in sustaining after conclusion of project Only involves segments of the organization Imbalance between those involved in the project and those who are not
As a strategy	The assumption is that there needs to be an overall welfare technology strategy to lead change	Policies and routines are developt Concerns the whole organization Large scale	Top-level decision Slow process