Integrated care programs and insurance plans have undertaken a number of strategies to address these barriers, such as having plans credential providers, creative employment and contract structures for care managers and pay for performance, but these strategies are limited in scope. The financing problem is exacerbated by the structure of contemporary primary care, where practices are often dealing with various insurance plans. Inconsistent payment policies across plans make it hard for practices to undertake the necessary investment to implement integrated care (Butler et al., 2008). Organizational barriers to integrated care include both issues related to change and the process of care. Resistance to change, new staff and new roles, and balancing competing demands are difficult to overcome without strong leadership that is committed to integrated care (Butler et al., 2008).
Integrated care programs and insurance plans have undertaken a number of strategies to address these barriers, such as having plans credential providers, creative employment and contract structures for care managers and pay for performance, but these strategies are limited in scope. The financing problem is exacerbated by the structure of contemporary primary care, where practices are often dealing with various insurance plans. Inconsistent payment policies across plans make it hard for practices to undertake the necessary investment to implement integrated care (Butler et al., 2008). Organizational barriers to integrated care include both issues related to change and the process of care. Resistance to change, new staff and new roles, and balancing competing demands are difficult to overcome without strong leadership that is committed to integrated care (Butler et al., 2008).