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Planning the implementation of change based on collaborative care model evidence for people with common mental disorders and physical long-term conditions: a case example
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  • Ariane Girard,
  • Édith Ellefsen,
  • Catherine Hudon,
  • Joëlle Bernard-Hamel,
  • Pasquale Roberge
Ariane Girard
Université de Sherbrooke
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Édith Ellefsen
Université de Sherbrooke
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Catherine Hudon
Université de Sherbrooke
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Joëlle Bernard-Hamel
Université de Sherbrooke
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Pasquale Roberge
Université de Sherbrooke
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Abstract

Rationale, aims and objectives: There are many challenges to implementing the collaborative care model (CCM) for people with common mental disorders and physical long-term conditions in primary care settings. There is also a knowledge gap on how to implement change based on CCM evidence. This article aim to present a case example of a process to plan the implementation of change based on CCM evidence in primary care settings. Context of the case example: The process of planning the implementation of change was conducted during a multiple case study in three family medicine groups in Quebec, Canada. The pre-implementation steps of the Grol & Wensing implementation of change model were used to design the planning process. Process to plan the implementation of change: 1) review of the literature on the CCM, engaging stakeholders, development of data collection tools; 2) familiarization with actual collaborative care process and professional activities, assessment of the quality of activities with analysis tables; 3) identification of barriers and enablers to implement change, visualization of the results, prioritization of potential strategies with an advisory committee; 4) validation of results and assessment of practices, selection and development of strategies tailored to local needs. Various data sources have been used: feedback from managers, advisory committee and local working groups, interviews (n=32), observations (n=7), documents, and schemas. Conclusion: Planning the implementation of change based on CCM evidence helped select strategies tailored to local needs that might overcome determinants of change impacting the quality of activities and the team’s capacity to efficiently implement change.