Abstract
PurposeEffective integrated healthcare systems require capable, trained workforces with leadership, shared governance and co-ordination. The purpose of this paper is to characterise roles and responsibilities in relation to integrated care from the perspective of massive open online course (MOOC) participants.Design/methodology/approachMOOC discussion board posts were analysed using framework analysis consisting of transcription, familiarisation, coding, developing an analytical framework and application of the framework.FindingsBoundaries and key issues surrounding roles and responsibilities were highlighted and participants suggested a number of enablers which could enhance integrated care in addition to barriers to consider and overcome.Originality/valueEnablers included introduction of shared communication and IT systems to support continuity of care. Awareness and understanding of dementia was seen as crucial to promote person-centred care and care planning. The roles of education and experience were highlighted. Barriers preventing effective roles and suitable responsibility include funding, role conflicts, time constraints and time-consuming paperwork.
Highlights
People living with dementia require significant ongoing support and care from individuals and teams who work across a wide range of services and organisations (Miranda-Castillo, Woods and Orrell 2010)
The aim of this study was to explore experiences of integrated care from the perspective of carers, people living with dementia, healthcare professionals and researchers
This study reports the views of Massive Open Online Course (MOOC) participants’ perspectives on the roles and responsibilities of staff involved in delivering integrated care for dementia in a variety of contexts
Summary
People living with dementia require significant ongoing support and care from individuals and teams who work across a wide range of services and organisations (Miranda-Castillo, Woods and Orrell 2010). Health and social care transformation has been driven by the challenge to deliver over £22 billion cost savings in efficiency measures by 2020/2021 (Dunn, McKenna and Murray 2016). Increased pressure, restructuring and efficiency measures, alongside the rising cost of care, have placed increasing pressure on healthcare providers to ensure their services are fit for not just current care demands, and those in the future. Health and social care organisations are facing financial deficits, worsening referral waiting times and increased demand for health and social care services (Kings Fund 2017). These challenges compound the issues of providing adequate numbers of staff to implement effective care
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