Figure 1
Context and Capabilities for Integrating Care Framework (Evans et al. 2017).
Figure 2
Falls and Fracture prevention program in New Zealand (Quality and Safety Commission,2020) [19].
Table 1
Participant recruitment summary.
| LOCAL LEVEL | NUMBER OF INTERVIEWS | |||
|---|---|---|---|---|
| SITE A | SITE B | SITE C | SITE D | |
| Community S&B Coordinator | 1 | 1 | 1 (Joint)* | |
| In-Home S&B provider | 1 | 1 | 1(Joint) | |
| Fracture Liaison Services | – | 2 | 1 | 1 |
| Planning and Funding Manager | 1 | 1 | 1 | 2 |
| Clinical leader | 1 | 1 | 1 | – |
| ACC regional Injury Prevention rep | 1 | 1 | – | – |
| PHO Coordinator | 1 | 3 | 1 | |
| St. John Pathway manager | 1 | – | 1(Joint) | |
| Total | 8 | 10 | 6 | 4 |
[i] *Site C and D had shared community and In-Home S&B programme.
Table 2
Variation and similarities between districts in terms of organisational factors.
| VARIATIONS BETWEEN DISTRICTS | SIMILARITIES BETWEEN DISTRICTS | |||
|---|---|---|---|---|
| LARGE VARIATION | SMALL VARIATION | HIGH SIMILARITY | LOW SIMILARITY | |
| Basic structure | Staff- having sufficient staff | Funding- reliance on ACC funding | Staff-Inter-professional connections | |
| Staff- innovations in service delivery more efficiently | Funding- using community and private sector capacity | |||
| IT- Quality of referrals between organisations | IT- E-referral between community- primary and secondary care. | |||
| Governance and accountability- well-structured working group | ||||
| Governance and accountability- partnerships of all partner organisations | ||||
| Governance and accountability- frequent working group meetings | ||||
| Governance and accountability- clarity of partner organisations responsibility | ||||
| People and Value | Clinical engagement- clinical engagement in working groups | Commitment to learning- formal platform for sharing knowledge and experiences | Attitude towards collaboration | Attitude towards collaboration- primary care engagement |
| Clinical engagement- clinical leadership of each component of programme | Commitment to learning- informal platform for sharing knowledge and experiences | Common vision and values- share same objectives and values/managing conflicts | ||
| Key processes | Care delivery-FLS-specialist engagement | Care delivery-Community S&B-involving different ethnicities | Care delivery-FLS- adherence to clinical guideline | Partnership- Ambulance service engagement |
| Care delivery-FLS-Easy access to Bone scan | Measuring outcome- using full capacity of outcome dashboard | Care delivery-Community S&B-adherence to clinical guideline | Measuring outcomes- Perception on outcome framework capacity | |
| Care Delivery-Community S&B-providing community training and awareness | Measuring outcome- outcome framework capacity in showing inter-organisational relationships | Care delivery-In-Home S&B- adherence to clinical guideline | ||
| Care Delivery-Community S&B-using community capacity in service delivery | Measuring outcome- existing internal feedback and monitoring mechanism | Partnership- Partnership experiences | ||
| Care delivery-In-Home S&B-using private organisation capacity in service delivery | Measuring outcome- existing external feedback and monitoring mechanism | |||
| Care delivery-In-Home S&B-good flow between In-Home and other parts of the programme | Partnerships- enough referrals from primary care | |||
| Care delivery-In-Home S&B-good flow between In-Home and other parts of the programme | ||||
| Partnerships- primary care engagement | ||||
| Partnerships- primary care engagement in working group and governance level | ||||
| Partnerships- primary care funding for the partnership | ||||
| Partnerships- enough referrals between partner organisations | ||||
| Programme characteristics | Having previous programme before national partnerships | Previous partnership experience | ||
| Approach to the prevention | ||||
Figure 3
Modified CCIC Framework.
Figure 4
Important organisational factors in the implementation of the FFPP.