“A More Rounded Full Care Model”: Interprofessional Team Members’ Perceptions of Home-Based Primary Care in Ontario, Canada

Abstract

This study explores interprofessional team members' perspectives and experiences providing home-based primary care (HBPC) in Ontario, Canada. Employing an inductive qualitative methodology using procedures informed by grounded theory, themes emerged in the data in relation to the benefits of the HBPC model, and the barriers associated with its provision, as well as the key components that enable or hinder interprofessional collaboration in the HBPC environment. This research deepens our understanding of the key features and processes of interprofessional teams providing high-quality care in the home.

“All for One” experiences of interprofessional team members caring for older adults: A metasynthesis

“…This theme often manifested itself in the form of comments by professionals surrounding a shared or common vision that necessitated trust in a safe and supported environment (Anderson, Pollard, Conroy, & Clague‐Baker, ; Jones & Jones, ; Légaré et al, ; Smith‐Carrier & Neysmith, ; Smith‐Carrier et al, ). Another major aspect of this theme was the “respect for professionalism” and the recognition that there needed to be one team member in charge, but that each interdisciplinary team member brought the “best knowledge and experience” to the discussion of the care plan for the older person (Birkeland, Tuntland, Førland, Jakobsen, & Langeland, ; Smith‐Carrier et al, ). The studies suggested that a “unified team approach” reduced overall frustrations and prejudices within the team (Goldsmith et al, ).…”

“…There had to be commitment from all team members towards this common goal for the team to be successful (Smith‐Carrier & Neysmith, ). The unification of the team for a meaningful purpose produced feelings of work fulfilment, positive attitudes and satisfaction for the interprofessional team members (Birkeland et al, ; Metzelthin et al, ; Smith‐Carrier et al, ). Professionals expressed that “working towards the same goals is motivating” (Hjelle, Skutle, Førland, & Alvsvåg, ).…”

“…The Cast represented the second overarching theme that emerged as it became an important second step for interprofessional team members to identify and clarify roles within the team (Smith‐Carrier et al, ). Each team member needed to understand their own role on the team, but also demonstrate their profession's role to the team (Birkeland et al, ).…”

“…Although each team member maintained their “professional identities” it was important that they not work in silos so that comprehensive care plans could be established for the older person (Anderson et al, ; Légaré et al, ). Although in some teams the physician personified the leadership role of the group, non‐physician team members’ time was considered essential and all professionals felt free to share their expertise (Goldsmith et al, ; Metzelthin et al, ; Smith‐Carrier et al, ). When one team member did not have a solution to a problem, they learned to rely on other members of the team with different experience and perspectives (Hjelle et al, ; Jones & Jones, ).…”

“…Professionals noted that without the team meetings, whether formal or informal, communication was unclear and the service became fragmented (Hjelle et al, ). A learning curve occurred while the team utilised different mechanisms for communication and develops a “shared vocabulary” (Légaré et al, ; Smith‐Carrier et al, ). As long as communication remained respectful and centred around the patient, it was productive (Jones & Jones, ).…”