Journal of Healthcare Management - July/August 2015 - (Page 287)

Facilitating Implementation of Interprofessional Collaborative Practices into Primary Care: A Trilogy of Driving Forces Céline Bareil, PhD, professor, Department of Management, and Centre for Research on Organizational Transformation, HEC Montréal, Quebec, Canada; Fabie Duhamel, PhD, professor, Faculty of Nursing, Université de Montréal, Research Team in Primary Care at CSSS Laval; Lyne Lalonde, PhD, professor, Faculty of Pharmacy, Université de Montréal, Research Team in Primary Care at CSSS Laval, CRCHUM; Johanne Goudreau, PhD, professor, Faculty of Nursing, Université de Montréal, Research Team in Primary Care at CSSS Laval; Éveline Hudon, MD, clinical associate professor, Faculty of Medicine, Université de Montréal, Research Team in Primary Care at CSSS Laval, CRCHUM; Marie-Thérèse Lussier, MD, associate professor, Faculty of Medicine, Université de Montréal, Research Team in Primary Care at CSSS Laval; Lise Lévesque, PhD, researcher, Research Team in Primary Care at CSSS Laval; Sylvie Lessard, research assistant, HEC Montréal; Alain Turcotte, MD, family physician, CSSS Laval at the time of the study; Gilles Lalonde, MD, family physician, Médi-Centre Chomedey, Laval E X E C U T I V E S U M M A R Y Implementing interprofessional collaborative practices in primary care is challenging, and research about its facilitating factors remains scarce. The goal of this participatory action research study was to better understand the driving forces during the early stage of the implementation process of a community-driven and patient-focused program in primary care titled "TRANSforming InTerprofessional cardiovascular disease prevention in primary care" (TRANSIT). Eight primary care clinics in Quebec, Canada, agreed to participate by creating and implementing an interprofessional facilitation team (IFT). Sixty-three participants volunteered to be part of an IFT, and 759 patients agreed to participate. We randomized six clinics into a supported facilitation ("supported") group, with an external facilitator (EF) and financial incentives for participants. We assigned two clinics to an unsupported facilitation ("unsupported") group, with no EF or financial incentives. After 3 months, we held one interview for the two EFs. After 6 months, we held eight focus groups with IFT members and another interview with each EF. The analyses revealed three key forces: (1) opportunity for dialogue through the IFT, (2) active role of the EF, and (3) change implementation budgets. Decisionmakers designing implementation plans for interprofessional programs should ensure that these driving forces are activated. Further research should examine how these forces affect interprofessional practices and patient outcomes. For more information about the concepts in this article, contact Dr. Bareil at celine.bareil@hec.ca. 287

Table of Contents for the Digital Edition of Journal of Healthcare Management - July/August 2015

Journal of Healthcare Management - July/August 2015
Contents
Interview With Mario J. Garner, EdD, FACHE, President and CEO of New Orleans East Hospital
Finding the Path to Innovation
Trending in 2015: Population Health
Nurse Against Nurse: Horizontal Bullying in the Nursing Profession
A Community Hospital–County Health Department Partnership to Reduce Preventable Readmissions: Lessons Learned for Population Health Management
Pay for Performance: Are Hospitals Becoming More Efficient in Improving Their Patient Experience?
Facilitating Implementation of Interprofessional Collaborative Practices Into Primary Care: A Trilogy of Driving Forces

Journal of Healthcare Management - July/August 2015