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Creating and facilitating change for Person‐Centred Coordinated Care (P3C)

The development of the Organisational Change Tool (P3C‐ OCT )

Bibliographic Data

ID19507130
AuthorsJane Horrell (0000-0001-7284-7647, Plymouth University Peninsula Schools of Medicine and Dentistry NIHR CLAHRC, South West Peninsula (PenCLAHRC) Plymouth UK), Helen Lloyd (0000-0002-2916-1874, Plymouth University Peninsula Schools of Medicine and Dentistry NIHR CLAHRC, South West Peninsula (PenCLAHRC) Plymouth UK, corresponding author), Thavapriya Sugavanam (0000-0002-3033-2028, Nuffield Department of Orthopaedics Rheumatology & Musculoskeletal Sciences (NDORMS) University of Oxford Oxford UK), James Close (0000-0002-9316-034X, Plymouth University Peninsula Schools of Medicine and Dentistry NIHR CLAHRC, South West Peninsula (PenCLAHRC) Plymouth UK), Richard Byng (0000-0001-7411-9467, Plymouth University Peninsula Schools of Medicine and Dentistry NIHR CLAHRC, South West Peninsula (PenCLAHRC) Plymouth UK)
Year2018
Volume21
Issue2
Pages448-456
Publication date2018-04-01
Peer ReviewedYes
Open AccessYes
TypeARTICLE
VenueHealth Expectations (JOURNAL)
Journal identifiersISSN: 1369-6513 • E-ISSN: 1369-7625
PublisherWiley (PUBLISHER • GB)
DOI10.1111/hex.12631
PMID29139220
OpenAlexW2768870852
LanguageEN
Citations received4
References cited16

BACKGROUND: Person Centred Coordinated Care (P3C) is a UK priority for patients, carers, professionals, commissioners and policy makers. Services are developing a range of approaches to deliver this care with a lack of tools to guide implementation. METHODOLOGY: A scoping review and critical examination of current policy, key literature and NHS guidelines, together with stakeholder involvement led to the identification of domains, subdomains and component activities (processes and behaviours) required to deliver P3C. These were validated through codesign with stakeholders via a series of workshops and cognitive interviews. RESULTS: Six core domains of P3C were identified as follows: (i) my goals, (ii) care planning, (iii) transitions, (iv) decision making (v), information and communication and (vi) organizational support activities. These were populated by 29 core subdomains (question items). A number of response codes (components) to each question provide examples of the processes and activities that can be actioned to achieve each core subdomain of P3C. CONCLUSION: The P3C-OCT provides a coherent approach to monitoring progress and supporting practice development towards P3C. It can be used to generate a shared understanding of the core domains of P3C at a service delivery level, and support reorganization of care for those with complex needs. The tool can reliably detect change over time, as demonstrated in a sample of 40 UK general practices. It is currently being used in four UK evaluations of new models of care and being further developed as a training tool for the delivery of P3C

Business · Political science · Process management · Public relations · Stakeholder · Healthcare innovation and challenges · Medicine · Mental Health and Patient Involvement · Nursing · Psychiatric care and mental health services

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Unique citing works4
Citations per year0,5
Citation span2018 - 2021 (4)
Citation velocityhistorical
Highly citedNo
Citation typesNeutral: 3

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