Introducing community integrated nursing teams: How one Clinical Commissioning Group applied an evidence-based approach

Abstract

Introducing community integrated nursing teams: How one ClinicalCommissioning Group applied an evidence-based approach http://researchonline.ljmu.ac.uk/6534/ Article LJMU has developed LJMU Research Online for users to access the research output of the University more effectively. Copyright © and Moral Rights for the papers on this site are retained by the individual authors and/or other copyright owners. Users may download and/or print one copy of any article(s) in LJMU Research Online to facilitate their private study or for non-commercial research. You may not engage in further distribution of the material or use it for any profit-making activities or any commercial gain.The version presented here may differ from the published version or from the version of the record. Please see the repository URL above for details on accessing the published version and note that access may require a subscription.

Does integrated health and care in the community deliver its vision? A workforce perspective

“…A positive feeling for building cohesion in terms of improved systems reducing duplication of roles was found. This is consistent with prior studies that reveal the concepts of development of working relationships, learning, networking and understanding differing roles subsequently improved responses to patients’ needs across the health and care economy (Lees et al , 2017; Fraser, 2019).…”

“…Additionally, Britnell (2019) points out universally the truism of “there is no healthcare without the workforce” (p. 9) is acknowledged yet inadequately addressed. The voice of the workforce is imperative as Lees et al (2017) indicate IC success is not solely the reduction of hospital admissions but should also include patient experience, professional opinion and experiences of staff and clinicians.…”

“…Concurrently, for sustainability of change at organisational level, collective leadership and cooperation are key (Aungst et al , 2012; Metcalf and Benn, 2013; Wigens, 2016). Likewise, further studies signify co-location of the workforce during the process of integration as an emerging theme interlinked with improved communication through collaborative working relationships (Mackie and Darvill, 2016; Lees et al , 2017).…”

Elephant in the room

“…In a systematic review of the literature, Mackie and Darvill (2016) identified that co-location of staff during the development of integrated teams was widely viewed as essential for different professions to develop collaborative working relationships. Further studies have linked co-location to improved communication and a greater understanding of job roles (Lees et al , 2017). However, co-location alone does not necessarily result in measurable improvements in collaborative working across professional boundaries (Taylor, 2012; SCIE, 2017).…”

“…Although the evidence of the impact of integration strategies on patient outcomes is difficult to find, most would argue that this does not mean that health and care staff are not willing to work together to deliver the best possible care for service users. The issue of inter-professional barriers, such as a lack of trust and understanding of each other’s roles, is increasingly recognised as an area of concern which needs to be addressed in order to achieve the aims of integration (Nasir et al , 2013; Mangan et al , 2015; Lees et al , 2017). The government has argued for moving beyond stumbling blocks to making integration happen whilst exploring the barriers that undoubtedly exist (Department of Health, 2012a).…”