The Development and Implementation of Interprofessional Practice Councils in the Hospital Setting: Embarking on the Journey-Experience

Harper, Lisa; Vail, John; Beechinor, Danette

doi:10.7710/2159-1253.1058

Cited by 3 publications

(3 citation statements)

References 17 publications

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“…This gave rise to models of shared governance, a key part of collaborative practice among professionals [26], and a useful mechanism with which to redistribute traditional clinical authority, responsibility and accountability [27]. Many such models exist, and have especially been growing in popularity in North America [26272829]. An example is the establishment of Inter-professional Practice Councils (IPPCs), a model underpinned by collaborative, multidisciplinary decision-making and shared accountability for care quality and safety by frontline workers [29].…”

Section: The Governance Of Integrated Carementioning

confidence: 99%

“…Many such models exist, and have especially been growing in popularity in North America [26272829]. An example is the establishment of Inter-professional Practice Councils (IPPCs), a model underpinned by collaborative, multidisciplinary decision-making and shared accountability for care quality and safety by frontline workers [29]. …”

Section: The Governance Of Integrated Carementioning

confidence: 99%

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Power and Integrated Health Care: Shifting from Governance to Governmentality

Rensburg

Rau

Fourie

et al. 2016

International Journal of Integrated Care

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Integrated care occurs within micro, meso and macro levels of governance structures, which are shaped by complex power dynamics. Yet theoretically-led notions of power, and scrutiny of its meanings and its functioning, are neglected in the literature on integrated care. We explore an alternative approach. Following a discussion on governance, two streams of theorising power are presented: mainstream and second-stream. Mainstream concepts are based on the notion of power-as-capacity, of one agent having the capacity to influence another—so the overall idea is ‘power over?’. Studies on integrated care typically employ mainstream ideas, which yield rather limited analyses. Second-stream concepts focus on strategies and relations of power—how it is channelled, negotiated and (re)produced. These notions align well with the contemporary shift away from the idea that power is centralised, towards more fluid ideas of power as dispersed and (re)negotiated throughout a range of societal structures, networks and actors. Accompanying this shift, the notion of governance is slowly being eclipsed by that of governmentality. We propose governmentality as a valuable perspective for analysing and understanding power in integrated care. Our contribution aims to address the need for more finely tuned theoretical frameworks that can be used to guide empirical work.

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Section: The Governance Of Integrated Carementioning

confidence: 99%

Section: The Governance Of Integrated Carementioning

confidence: 99%

Power and Integrated Health Care: Shifting from Governance to Governmentality

Rensburg

Rau

Fourie

et al. 2016

International Journal of Integrated Care

View full text Add to dashboard Cite

show abstract

“…19 Indeed, IPC has been "a high priority for healthcare leaders, government funders, and decision-makers as a means of improving the efficiency of healthcare delivery." 20 Notwithstanding the many admirable intentions of IPC, has IPC delivered? We recognize that this is a loaded question, since IPC is multifaceted.…”

Section: Element #2-interprofessional Collaborationmentioning

confidence: 99%

Shifting traditional healthcare paradoxes—The case for true system transformation

Monavvari

Brady

Harper

et al. 2020

Healthc Manage Forum

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Although national spending on healthcare has progressed on an upward trend over several decades, issues regarding performance remain. Challenges such as access to specialist care and maternal and infant mortality rates contributed to Canada’s recent ranking of ninth among 11 Organisation for Economic Co-operation and Development countries for overall health system performance. Although disruptive transformation is required to resolve our chronic performance issues, effective change cannot be realized without addressing the foundational elements of patient-centred care, interprofessional care, and system integration. Inspired by examples of innovative disruption in other jurisdictions and industries, these three concepts are outlined as the core ingredients for healthcare transformation and describe how they currently function in a paradoxical manner—as self-contradictory statements which in reality are not executed to their true meaning. This article illustrates how improvements in health system performance are hinged to the need to rectify and fuse these three mutually inclusive and inseparable concepts.

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Interprofessional collaboration: An exploration of possible prerequisites for successful implementation

Vestergaard

Nørgaard

2017

Journal of Interprofessional Care

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Poor collaboration among professional groups may be a major cause of incoherent patient pathways in hospital settings. For over a decade, interprofessional collaboration (IPC) have been stressed as an effective method to enhance the delivery of patient care. This article presents a theory-based stakeholder evaluation of the implementation of an intervention aiming to implement the concept of IPC in a Danish regional hospital from 2012 to 2015. Involving five departments and eight professions, the intervention aimed at developing coherent practices across health professions by optimising patient pathways with the establishment of interprofessional teams as a core element. The evaluation assessed the professionals' views of the intervention. Data were collected through focus group interviews and document analysis. We found that a strengthened focus on patient pathways, well-trained instructors, and an evidence-based strategy for implementation facilitates the success of interventions with a focus on IPC in hospital settings. We furthermore found that cultural and organisational factors are barriers to the implementation of IPC practices, that interruptions of uni-professional work may hamper coordination across professions, and that the interprofessional teams may form new isolated organisational structures.

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The Development and Implementation of Interprofessional Practice Councils in the Hospital Setting: Embarking on the Journey-Experience

Cited by 3 publications

References 17 publications

Power and Integrated Health Care: Shifting from Governance to Governmentality

Power and Integrated Health Care: Shifting from Governance to Governmentality

Shifting traditional healthcare paradoxes—The case for true system transformation

Interprofessional collaboration: An exploration of possible prerequisites for successful implementation

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