TY - JOUR
KW - Ambulatory Care Facilities/organization & administration
KW - Community Dentistry/organization & administration
KW - Community Health Services/organization & administration
KW - Community Mental Health Services/organization & administration
KW - Cooperative Behavior
KW - Delivery of Health Care, Integrated/organization & administration
KW - Dental Health Services/organization & administration
KW - Facility Design and Construction
KW - Health Information Management/organization & administration
KW - Humans
KW - Interdisciplinary Communication
KW - Interprofessional Relations
KW - Medicine/organization & administration
KW - Primary Health Care/organization & administration
KW - Qualitative Research
KW - South Australia
KW - Suburban Health
KW - Territoriality
AU - S. Lawn
AU - A. Lloyd
AU - A. King
AU - L. Sweet
AU - L. Gum
A1 - 
AB - BACKGROUND: This paper reports on an Australian experience of co-locating a range of different primary health services into one building, with the aim of providing integrated services. It discusses some of the early challenges involved with moving services together and reasons why collaborative and integrated working relationships to improve the clients' journey, may remain elusive. METHODS: Ethnographic observational data was collected within a GP plus site as part of day-to-day interactions between the research officer and health professionals. This involved observations of team processes within and across teams at the site. Observations were thematically analysed using a social anthropological approach. RESULTS: Three main themes arose from the analysis: Infrastructural impediments to collaboration; Territorialism; and Interprofessional practice (IPP) simply not on the agenda. The experience of this setting demonstrates that dedicated staff and resources are needed to keep IPP on the agenda of health service organisations. This is especially important where organisations are attempting to implement new models of collaborative and co-located services. Furthermore, it shows that establishing IPP within newly co-located services is a process that needs time to develop, as part of teams building trust with each other in new circumstances, in order to eventually build a new cultural identity for the co-located services. CONCLUSIONS: Co-located health service systems can be complex, with competing priorities and differing strategic plans and performance indicators to meet. This, coupled with the tendency for policy makers to move on to their next issue of focus, and to shift resources in the process, means that adequate time and resources for IPP are often overlooked. Shared interprofessional student placements may be one way forward.
BT - BMC research notes
C5 - Education & Workforce
CY - England
DO - 10.1186/1756-0500-7-66
JF - BMC research notes
N2 - BACKGROUND: This paper reports on an Australian experience of co-locating a range of different primary health services into one building, with the aim of providing integrated services. It discusses some of the early challenges involved with moving services together and reasons why collaborative and integrated working relationships to improve the clients' journey, may remain elusive. METHODS: Ethnographic observational data was collected within a GP plus site as part of day-to-day interactions between the research officer and health professionals. This involved observations of team processes within and across teams at the site. Observations were thematically analysed using a social anthropological approach. RESULTS: Three main themes arose from the analysis: Infrastructural impediments to collaboration; Territorialism; and Interprofessional practice (IPP) simply not on the agenda. The experience of this setting demonstrates that dedicated staff and resources are needed to keep IPP on the agenda of health service organisations. This is especially important where organisations are attempting to implement new models of collaborative and co-located services. Furthermore, it shows that establishing IPP within newly co-located services is a process that needs time to develop, as part of teams building trust with each other in new circumstances, in order to eventually build a new cultural identity for the co-located services. CONCLUSIONS: Co-located health service systems can be complex, with competing priorities and differing strategic plans and performance indicators to meet. This, coupled with the tendency for policy makers to move on to their next issue of focus, and to shift resources in the process, means that adequate time and resources for IPP are often overlooked. Shared interprofessional student placements may be one way forward.
PP - England
PY - 2014
SN - 1756-0500; 1756-0500
SP - 66
T1 - Integration of primary health services: being put together does not mean they will work together
T2 - BMC research notes
TI - Integration of primary health services: being put together does not mean they will work together
U1 - Education & Workforce
U2 - 24479605
U3 - 10.1186/1756-0500-7-66
VL - 7
VO - 1756-0500; 1756-0500
Y1 - 2014
ER -