At the time of FHT recruitment, 628 staff from 21 FHTs were mailed surveys. By the time the surveys were returned, some of the FHTs had grown. Managers or executive directors from each FHT completed the second survey on practice-level variables; in the 21 participating FHTs, there were 221 physicians (range 1 to 73 per FHT), 258 other health professionals (eg, nurses, social workers, dietitians, pharmacists; range 1 to 44 per FHT), and 167 administrative or executive staff (range 2 to 25 per FHT). There was a total of 74 sites, ranging from single-site FHTs (n = 7) to 1 large 19-site FHT.
Of the 628 individual staff surveys mailed, 413 responded (65.8%). Two of the returned surveys were without identification numbers and could not be assigned to an FHT; therefore they were removed from further analysis. Only 410 respondents indicated their roles in the FHT; the response rate by role was 45.3% (91 of 201) for physicians, 84.3% (210 of 249) for allied health professionals, and 61.2% (109 of 178) for administrative and executive staff.
describes the characteristics of the FHTs based on the region of the province. The median number of staff was 19. Half (52.4%) had governance that was not exclusively made up of health professionals. All but 1 FHT had a fully implemented MER and used it at least partially in place of paper records; the 1 practice that did not use an EMR was in the process of implementing one and answered the questions relating to its capabilities. The mean number of EMR capabilities used was 9.4 (minimum 6, maximum 12). Two-thirds (66.7%) reported having meetings with clinical and nonclinical staff combined, at least monthly.
Description of the FHTs included in this study: N = 21.
The mean score of the team climate inventory averaged across the 14 items was 3.8 of a possible 5 (). There was little variation across the different subscales, except for a slightly lower average for agreement with team objectives. Each respondent was assigned a predominant organizational culture type, with most (68.6%) indicating a group culture. The next most common culture was hierarchical (14.4%). The mean score on the leadership scale was 3.7 of a possible 5 (minimum 1.9, maximum 4.6).
Table 2 Team climate inventory subscale scores of FHT staff: N=411; 68.6% (n = 282) of respondents identified their organizational cultures as group cultures; 8.3% (n = 34) were part of developmental cultures; 14.4% (n = 59) were part of hierarchical cultures; (more ...)
Leadership score, number of EMR capabilities used by staff, and characterizing the practice as having a group or developmental culture were positively associated with team climate score in the bivariate analysis; months operational as an FHT, perceptions of the EMR’s effects, and characterizing the practice as having a hierarchical or rational culture were negatively associated with team climate score in the bivariate analysis (). In the multiple variable regression analysis, leadership score, EMR capabilities, and group and developmental cultures remained positively associated with team climate score, and months operational as an FHT and hierarchical culture remained negatively associated with team climate score. Associations with rational culture and EMR perceptions were no longer significant.
Associations between organizational or cultural factors for participating FHTs and team climate scores