| Literature DB >> 30885141 |
Liset Grooten1, Hubertus Johannes Maria Vrijhoef2,3,4, Stefano Calciolari5,6, Laura Guadalupe González Ortiz5, Marcela Janečková7, Mirella M N Minkman8,9, Dirk Devroey2.
Abstract
BACKGROUND: The Scaling Integrated Care in Context (SCIROCCO) tool has been developed to facilitate knowledge transfer and learning about the implementation and scaling-up of integrated care in European regions. To adequately test the functionality of the tool in assessing the maturity for integrated care within regions, this study evaluated its structural validity, internal consistency and convergent validity.Entities:
Keywords: Convergent validity; Delivery of health care; Integrated care; Internal consistency; Maturity; Scaling-up; Structural validity
Mesh:
Year: 2019 PMID: 30885141 PMCID: PMC6423766 DOI: 10.1186/s12874-019-0704-1
Source DB: PubMed Journal: BMC Med Res Methodol ISSN: 1471-2288 Impact factor: 4.615
Characteristics of participants who completed the SCIROCCO tool (n = 68)
| Residential country | |
| Belgium | 1 (1.5) |
| Czech Republic | 9 (13.2) |
| Denmark | 1 (1.5) |
| Estonia | 1 (1.5) |
| France | 1 (1.5) |
| Greece | 2 (2.9) |
| Hungary | 2 (2.9) |
| Italy | 11 (16.2) |
| The Netherlands | 3 (4.4) |
| Poland | 4 (5.9) |
| Spain | 13 (19.1) |
| Sweden | 8 (11.8) |
| United Kingdom | 12 (17.6) |
| Healthcare system | |
| Asturias, Spain | 3 (4.4) |
| Basque Country, Spain | 10 (14.7) |
| Czech Republic | 9 (13.2) |
| Greece | 2 (2.9) |
| Lombardy, Italy | 1 (1.5) |
| Netherlands | 3 (4.4) |
| Norrbotten, Sweden | 8 (11.8) |
| Puglia, Italy | 10 (14.7) |
| Scotland | 10 (14.7) |
| Other | 11 (16.2) |
| Sector | |
| Health | 48 (70.6) |
| Health, Social Care | 11(16.2) |
| Social Care | 2 (2.9) |
| Social Care, Voluntary | 1 (1.5) |
| Voluntary | 2 (29) |
| Others | 4 (5.9) |
| Role | |
| Care Professional | 6 (8.8) |
| Health Administrator | 3 (4.4) |
| Health Economist | 1 (1.5) |
| Care Administrator | 1 (1.5) |
| Health ICT | 5 (7.4) |
| Health Professional | 16 (23.5) |
| Management | 23 (33.8) |
| Regulator | 1 (1.5) |
| Other | 12 (17.6) |
Item distributions per item of the SCIROCCO tool (The abbreviations of the items are fully described in Table 3)
| Item distributions | RtC | S&G | ICT&eHealth | S&S | Funding | RoI | PA | CE | EM | BoA | IM | CB |
|---|---|---|---|---|---|---|---|---|---|---|---|---|
| Answer category | ||||||||||||
| 0 | 1 | 10 | 14 | 7 | 6 | 2 | 7 | 7 | 13 | 7 | 3 | 7 |
| 1 | 17 | 5 | 14 | 20 | 23 | 39 | 29 | 13 | 13 | 12 | 14 | 17 |
| 2 | 17 | 18 | 22 | 17 | 14 | 9 | 12 | 24 | 12 | 6 | 28 | 16 |
| 3 | 22 | 19 | 12 | 15 | 14 | 15 | 9 | 20 | 20 | 16 | 17 | 21 |
| 4 | 8 | 7 | 5 | 8 | 8 | 3 | 8 | 4 | 8 | 18 | 5 | 2 |
| 5 | 3 | 9 | 1 | 1 | 3 | 0 | 3 | 0 | 1 | 9 | 1 | 5 |
| Median | 2 | 3 | 2 | 2 | 2 | 1 | 1 | 2 | 2 | 3 | 2 | 2 |
| Total | 68 | 68 | 68 | 68 | 68 | 68 | 68 | 68 | 67 | 68 | 68 | 68 |
| % missing values | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 0 | 1,4 | 0 | 0 | 0 |
| Kurtosis | −0,543 | −0,680 | −0,536 | −0,727 | -0,657 | -0,559 | -0,411 | -0,541 | − 1093 | − 1057 | 0.134 | −0,251 |
| Skweness | 0.250 | −0,068 | 0,261 | 0,239 | 0,430 | 0,790 | 0,724 | −0,255 | − 0,036 | − 0,347 | 0,209 | 0,343 |
Factor loadings (unrotated) of the SCIROCCO tool on one factor
| F1 | |
|---|---|
| Capacity Building (CB) | ,866 |
| Structure and Governance (S&G) | ,823 |
| Evaluation Methods (EM) | ,785 |
| Standardisation and Simplification (S&S) | ,785 |
| Removal of Inhibitors (RoI) | ,771 |
| Citizen Empowerment (CE) | ,757 |
| Funding | ,726 |
| Innovation Management (IM) | ,721 |
| Readiness to Change (RtC) | ,702 |
| Population Approach (PA) | ,698 |
| Breadth of Ambition (BoA) | ,651 |
| ICT and eHealth services (ICT and eHealth) | ,626 |
Characteristics of participants (n = 28) who completed the SCIROCCO tool and DMIC Quickscan
| Residential country | |
| Czech Republic | 5 (17.9) |
| Italy | 10 (35.7) |
| Spain | 6 (21.4) |
| Sweden | 3 (10.7) |
| United Kingdom | 4 (14.3) |
| Sector | |
| Health | 18 (64.3) |
| Health; Social Care | 4 (14.3) |
| Other(s) | 2 (7.1) |
| Social Care | 2 (7.1) |
| Voluntary | 2 (7.1) |
| Role | |
| Care Professional | 4 (14.3) |
| Health Administrator | 1 (3.6) |
| Health ICT | 2 (7.1) |
| Health Professional | 4 (14.3) |
| Management | 11 (39.3) |
| Other | 6 (21.4) |
Hypothesized relationships between the items of the SCIROCCO tool and DMIC Quickscan
| Hypothesis | SCIROCCO tool items | Median (IQR) | DMIC Quickscan statement per dimension | Median (IQR) | Spearman’s ρ and 95% BCa CI | |
|---|---|---|---|---|---|---|
| 1 | Readiness to Change | 3 (1) | Commitment: 19 | 4 (2) | 0.492 [.147–.763] | 0.008* |
| 2 | Structure & Governance | 2.5 (2) | Result-focused learning: 11 | 4 (1) | 0.001* | |
| 3 | Structure & Governance | 2.5 (2) | Roles and tasks: 15 | 4 (2) | 0.000* | |
| 4 | Structure & Governance | 2.5 (2) | Commitment: 20 | 4 (1) | 0.003* | |
| 5 | Information & eHealth Services | 2 (2) | Client-centeredness: 3 | 4 (2) | 0.315 [−.137–.667] | 0.103 |
| 6 | Information & eHealth Services | 2 (2) | Delivery system: 5 | 3.5 (2) | 0.007* | |
| 7 | Standardisation & Simplification | 2 (2) | Delivery system: 5 | 3.5 (2) | 0.284 [−.066–.543] | 0.143 |
| 8 | Finance & Funding | 3 (3) | Transparent entrepreneurship: 22 | 3 (2) | 0.302 [−.119–.615] | 0.119 |
| 9 | Removal of Inhibitors | 1 (1) | Result-focused learning: 12 | 3.5 (2) | 0.240 [−.107–.554] | 0.219 |
| 10 | Removal of Inhibitors | 1 (1) | Transparent entrepreneurship: 21 | 4 (1) | 0.146 [−.154–.462] | 0.460 |
| 11 | Population Approach | 1.5 (3) | Interprofessional teamwork: 13 | 4 (0) | 0.367 [−.091–.727] | 0.055 |
| 12 | Citizen Empowerment | 2 (2) | Client-centeredness: 3 | 4 (2) | 0.002* | |
| 13 | Citizen Empowerment | 2 (2) | Performance management: 8 | 3 (3) | 0.474 [.092–.722] | 0.011* |
| 14 | Citizen Empowerment | 2 (2) | Quality of care: 10 | 3 (2) | 0.325 [−.083–.627] | 0.091 |
| 15 | Evaluation Methods | 2 (3) | Performance management: 6 | 4 (3) | 0.400 [−.035–.735] | 0.035 |
| 16 | Evaluation Methods | 2 (3) | Performance management: 7 | 4 (2) | 0.001* | |
| 17 | Breadth of Ambition | 3 (3) | Delivery system: 4 | 4 (1) | 0.274 [−.141–.665] | 0.158 |
| 18 | Breadth of Ambition | 3 (3) | Interprofessional teamwork: 14 | 4 (1) | 0.320 [−.107–.702] | 0.097 |
| 19 | Breadth of Ambition | 3 (3) | Roles and tasks: 15 | 4 (2) | 0.367 [−.069–.743] | 0.055 |
| 20 | Breadth of Ambition | 3 (3) | Roles and tasks: 16 | 4 (2) | 0.334 [−.039–.658] | 0.082 |
| 21 | Innovation Management | 2 (1) | Result-focused learning: 12 | 3.5 (2) | 0.369 [−.104–.678] | 0.054 |
| 22 | Capacity Building | 2.5 (1) | Performance management: 7 | 3.5 (2) | 0.000* | |
| 23 | Capacity Building | 2.5 (1) | Result-focused learning: 12 | 4 (2) | 0.477 [.092–.744] | 0.010* |
Figures presented in bold show a moderate correlation (0.50-0.70)
* p < 0.025