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From a sector-based service model to a functional one: qualitative study of staff perceptions

  • Golam Khandaker (a1), Srinivasarao Cherukuru (a2), Claire Dibben (a2) and Manaan Kar Ray (a2)
Abstract
Aims and Method

An increasing number of mental health trusts in the UK are replacing the geographically sectorised model of service delivery with a functional one. We conducted a qualitative study of staff perception concerning this reorganisation in our Trust, to inform effective change management locally and elsewhere.

Results

Perceived benefits were quick decision-making, positive risk management and improvement in clinical leadership. Dedicated consultant time would lead to improvements in junior doctor training. Concerns included lack of continuity of care, disagreement between teams and de-skilling of staff. Communication was seen as the key to overcoming these difficulties.

Clinical Implications

Detailed communication from management about the practicalities and reasons for change could facilitate effective transition.

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Copyright
This is an Open Access article, distributed under the terms of the Creative Commons Attribution (CC-BY) license (http://creativecommons.org/licenses/by/4.0/), which permits unrestricted re-use, distribution, and reproduction in any medium, provided the original work is properly cited.
References
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BJPsych Bulletin
  • ISSN: 0955-6036
  • EISSN: 1472-1473
  • URL: /core/journals/bjpsych-bulletin
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From a sector-based service model to a functional one: qualitative study of staff perceptions

  • Golam Khandaker (a1), Srinivasarao Cherukuru (a2), Claire Dibben (a2) and Manaan Kar Ray (a2)
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