As present at the replication sites, it is necessary that the program leaders
share a deep philosophical and practical commitment to the palliative
care model and to providing superior patient care prior in their medical
practice. Interviews reveal their shared passion for providing palliative
care and their shared belief that such work is special and valuable. This
consistency of values among care teams allowed them to establish trust
and build collaborative, as well as create reciprocal relationships among
themselves, administration and patients at each of the replication sites.
This in turn facilitated the IPCP program’s early functioning at each
site. Care team members saw this capacity for team building as inherent
to the nature of the palliative care model and as manifested by their mutual
support and reinforcement of program achievements and relationships.
In general, care team members also saw themselves as special in certain
ways and assert that disseminating a program like this one requires
finding key players of a certain temperament. In concrete terms, these
staff members were willing to devote far more hours to work on the
IPCP program than they were required to over the course of the implementation
period. They feel strongly that it is critical to secure committed,
invested care providers like themselves, arguing that “you can’t just
have someone who’s showing up for a paycheck” doing this kind of
work. Some acknowledge, however, that their initial level of investment
in the program (i.e., taking call 24/7 for months at a time) proved to be
draining and ultimately un-sustainable. In addition, the home site program
administrators who were responsible for securing funding for this
program, managing it, conducting all training and providing all ongoing
support for the care teams spent far more time working on these goals
than they were “officially” slated to and felt that this time was necessary
in order to achieve the goals of the program.
As present at the replication sites, it is necessary that the program leaders
share a deep philosophical and practical commitment to the palliative
care model and to providing superior patient care prior in their medical
practice. Interviews reveal their shared passion for providing palliative
care and their shared belief that such work is special and valuable. This
consistency of values among care teams allowed them to establish trust
and build collaborative, as well as create reciprocal relationships among
themselves, administration and patients at each of the replication sites.
This in turn facilitated the IPCP program’s early functioning at each
site. Care team members saw this capacity for team building as inherent
to the nature of the palliative care model and as manifested by their mutual
support and reinforcement of program achievements and relationships.
In general, care team members also saw themselves as special in certain
ways and assert that disseminating a program like this one requires
finding key players of a certain temperament. In concrete terms, these
staff members were willing to devote far more hours to work on the
IPCP program than they were required to over the course of the implementation
period. They feel strongly that it is critical to secure committed,
invested care providers like themselves, arguing that “you can’t just
have someone who’s showing up for a paycheck” doing this kind of
work. Some acknowledge, however, that their initial level of investment
in the program (i.e., taking call 24/7 for months at a time) proved to be
draining and ultimately un-sustainable. In addition, the home site program
administrators who were responsible for securing funding for this
program, managing it, conducting all training and providing all ongoing
support for the care teams spent far more time working on these goals
than they were “officially” slated to and felt that this time was necessary
in order to achieve the goals of the program.
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