Coordination and cooperation lines
confusion
According to professional service providers, isPO case management coordinates the scheduling of appointments between the patient and the isPO OG in most care networks (1, 2 and 3). As the isPO OGs are volunteers and not regular staff, WhatsApp groups were created out of necessity to facilitate this process. An isPO OG from care network 2 reported that they support the isPO case management as a contact person from the isPO OG team concerning the coordination. From this care network, the isPO OGs stated that they feel considered as part of the psycho-oncological team of the hospital:“The professional service providers from care network 2 also reported that cooperation was established between the isPO case management and the isPO OGs. Furthermore, joint quality management circles have been conducted.In care network 1, the team of isPO case managers is so large that the isPO OGs complained of not knowing every person and feeling less supported and valued. Therefore, they suggested that there should be a permanent contact person for the isPO OGs.Another mentioned barrier for the cooperation between the isPO case management and isPO OGs in care network 3 was confusion about the distinct roles and tasks within isPO itself:“This resulted in a sceptical attitude towards the isPO OG concept and its implementability in general, which also applies to care network 4.At the level of the organisational plan, the isPO OGs of all care networks have repeatedly expressed the wish to increase the possibilities for exchange. This concerns, on the one hand, meetings with professional (psycho-)oncological service providers as well as (group) supervision with psycho-oncologists and, on the other hand, the exchange between the isPO OGs, which does not yet take place in an organised way.Based on the results presented above, connections are made between the sub-codes of the categories 'Organisational plan—Input' and 'Organisational plan—Output'. These are summarised in Table Identified consequences between ‘Organisational plan—Input’ and organisational plan—output’ sub-codes