Background Brazilian primary health care is organized by decentralized Family Health Strategy composed with interprofessional teams. This study focused on finding out how are the relationship between the management model of primary health services and interprofessional practice. Methods Qualitative study, part of a mixed-methods sequential explanatory design. Thirteen semi-structured interviews were conducted with health managers from six Brazilian municipalities. Data were collected between October and December 2018 and applied content analysis. Results The results allow three major content categories, 1) “Characteristics of management models to support interprofessional practice”: continuous communication among managers, health care professional and patients is the principal attribute of management. The interviewed mentioned the need to communicate with teams using regular meetings and technological resources. They recognize the availability of interprofessional practice in favour of dialogue, shared decision and physical space. In order to patient engagement, they adopted open communication with patients focused on spontaneous demands. 2)”Management actions for comprehensive care”: the interviewed recognized the lack of services integration and interprofessional teams. They mentioned participatory management strategies as team meetings in health services and engagement in public health council to shared health planning. 3)”Challenges for management interprofessional practice”: Challenges considered the lack of permanent policies focused on patient needs, frequent changes of the municipal managers and health care professionals, the lack of planning actions, and the need to meet spontaneous management demands. Conclusions Management practices can support interprofessional practice and comprehensive care however challenges are related to non-permanent policies, unplanning actions and spontaneous management demands. Key messages Communication is the principal attribute of the management model of primary health services to reinforce interprofessional practice. Compreehensive care depends on patient and interprofessional teamwork engagement for share decision making.

Background Interprofessional teams are responsible for Primary Care at Brazilian HealthCare System. Teamwork climate is considered a key for quality of healthcare services and care perceived; it results in perceptions about a team, considering aspects that influence their relationship and effectiveness. The study aims to analyse the teamwork climate of Primary Care workers. Methods Survey cross-sectional carried out in a region of São Paulo countryside with 419 Primary Care professionals from 60 teams of public health services. We collect data through the Team Climate Inventory with 38 items and 4 factors. We analysed the data using a psychometric, factorial confirmatory analysis. This research is part of the Universal CNPq Project, process 431461/20163, and all ethical concerns were observed. Results In the sample 47 (11.2%) were nurses, 143 (34.1%) community health workers, 87 (20.7%) nursing assistants and 27 (6.4%) physicians and 115 (27,6%) other health professionals. Cronbach was >0,90 in all factors of Team Climate Inventory and the correlation was confirmed with p < 0,05. In the factor 1 - Team Participation M = 3,79, DP = 0,66; factor 2 - Support to new ideas M = 3,66, DP = 0,68; factor 3 - Team objectives M = 5,04, DP = 0,98; factor 4 - Tasks orientation M = 4,92, DP = 1,30 with p-value 0,001 to all factors. Tukey's post hoc analysis indicated that the group with less than one year in the teams (M = 5.31) had a significantly higher average when compared to groups with 6 to 10 years in the team (M = 4.91) and 11 years old or more (M = 5.04). Conclusions Results showed a good team climate in the sample, the potential to strengthen the teams and the relevance of working time together to get better results for patient health care. The magnitude of the public health impact by reporting on the team climate indicators of the 60 Brazilian teams are local and international relevance. Key messages The time of work together in a team can be a predictor of clear objectives in teamwork. The team climate recognizing can promote reinforce of the teamwork and the results to Public Health. Policy makers and managers can apply these results to build workforce management actions.