OBJECTIVE: To identify collaborative instances and hindrances and to produce a model of collaborative practice. METHODS: A 12 month (2005-6) mixed methods clinical case study in a large UK ambulance trust. Collaboration was measured through direct observational ratings of communication skills, teamwork and leadership with 24 multiprofessional emergency care practitioners (ECPs); interviews with 45 ECPs and stakeholders; and an audit of 611 patients. RESULTS: Quantitative observational ratings indicated that the higher the leadership rating the greater the communication ability (p < or = 0.001) and teamwork (p < or = 0.001), and the higher grade ECPs were rated more highly on their leadership performance. From the patient audit, influences and outputs of collaborative practice are revealed: mean time on scene was 47 mins; 62% were not conveyed; 38% were referred, mainly to accident and emergency; ECPs claimed to make the referral decision in 87% of cases with a successful referral in 96% of cases; and in 66% of cases ECPs claimed that their intervention prevented an acute trust admission. The qualitative interview findings, final collaborative model and recommendations are reported in another paper. CONCLUSIONS: The collaborative performance of ECPs varies, but the ECPs' role does appear to have an impact on collaborative practices and patient care. Final recommendations are reported with the qualitative results elsewhere.
OBJECTIVE: To identify collaborative instances and hindrances and to produce a model of collaborative practice. METHODS: A 12 month (2005-6) mixed methods clinical case study in a large UK ambulance trust. Collaboration was measured through direct observational ratings of communication skills, teamwork and leadership with 24 multiprofessional emergency care practitioners (ECPs); interviews with 45 ECPs and stakeholders; and an audit of 611 patients. RESULTS: Quantitative observational ratings indicated that the higher the leadership rating the greater the communication ability (p < or = 0.001) and teamwork (p < or = 0.001), and the higher grade ECPs were rated more highly on their leadership performance. From the patient audit, influences and outputs of collaborative practice are revealed: mean time on scene was 47 mins; 62% were not conveyed; 38% were referred, mainly to accident and emergency; ECPs claimed to make the referral decision in 87% of cases with a successful referral in 96% of cases; and in 66% of cases ECPs claimed that their intervention prevented an acute trust admission. The qualitative interview findings, final collaborative model and recommendations are reported in another paper. CONCLUSIONS: The collaborative performance of ECPs varies, but the ECPs' role does appear to have an impact on collaborative practices and patient care. Final recommendations are reported with the qualitative results elsewhere.
Authors: Maxine Johnson; Rachel O'Hara; Enid Hirst; Andrew Weyman; Janette Turner; Suzanne Mason; Tom Quinn; Jane Shewan; A Niroshan Siriwardena Journal: BMC Med Res Methodol Date: 2017-01-24 Impact factor: 4.615
Authors: Aysen Erdogan; Yue Dong; Xiaomei Chen; Christopher Schmickl; Ronaldo A Sevilla Berrios; Lisbeth Y Garcia Arguello; Rahul Kashyap; Oguz Kilickaya; Brian Pickering; Ognjen Gajic; John C O'Horo Journal: BMC Emerg Med Date: 2016-01-15
Authors: Sara Martins Pereira Pires; Sara Otília Marques Monteiro; Anabela Maria Sousa Pereira; Joana Novaes Machado Stocker; Daniela de Mascarenhas Chaló; Elsa Maria de Oliveira Pinho de Melo Journal: Rev Lat Am Enfermagem Date: 2018-09-06