Abstract
BackgroundThis paper describes the development and implementation of an intervention to facilitate teamwork between general practice and outside allied and community health services and providers.MethodsA review of organizational theory and a qualitative study of 9 practices was used to design an intervention which was applied in four Divisions of General Practice and 26 urban practices. Clinical record review and qualitative interviews with participants were used to determine the key lessons from its implementation.ResultsFacilitating teamwork across organizational boundaries was very challenging. The quality of the relationship between professionals was of key importance. This was enabled by joint education and direct communication between providers. Practice nurses were key links between general practices and allied and community health services.ConclusionsCurrent arrangements for Team Care planning provide increased opportunities for access to allied health. However the current paper based system is insufficient to build relationships or effectively share roles as part of a patient care team. Facilitation is feasible but constrained by barriers to communication and trust.
Highlights
This paper describes the development and implementation of an intervention to facilitate teamwork between general practice and outside allied and community health services and providers
Chronic disease management has become an increasing focus in the work of Australian general practice, as chronic conditions become more prevalent in the community and the expectation grows that they will be managed in primary health care [1]
Lessons from the implementation While all general practitioners (GPs) and practice nurses endorsed the need for better communication with other health service providers, some preferred to improve chronic disease care in the practice before addressing interactions with other service providers
Summary
A review of organizational theory and a qualitative study of 9 practices was used to design an intervention which was applied in four Divisions of General Practice and 26 urban practices. Clinical record review and qualitative interviews with participants were used to determine the key lessons from its implementation
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