Barriers to Partnership Working in Public Health: A Qualitative Study

Taylor‐Robinson, David; Lloyd-Williams, Ffion; Orton, Lois; Moonan, M; O’Flaherty, Martı́n; Capewell, Simon

doi:10.1371/journal.pone.0029536

Cited by 46 publications

(68 citation statements)

References 19 publications

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“…6,8,9,11,18,26-28 Other challenges identified include organizational factors; cultural differences between organizations and disciplines 6 ; a need for specialized partnership skills 18 ; the inherent complexity of intersectoral collaboration 12 ; misalignment of researcher and organizational agendas, 29 and researcher concern about objectivity and research independence. 18 Researchers also identify academic reward systems as a challenge to collaboration.…”

Section: Introductionmentioning

confidence: 99%

Beyond "Two Cultures": Guidance for Establishing Effective Researcher/Health System Partnerships

Bowen

Botting

Graham

et al. 2016

Int J Health Policy Manag

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Background: The current literature proposing criteria and guidelines for collaborative health system research often fails to differentiate between: (a) various types of partnerships, (b) collaborations formed for the specific purpose of developing a research proposal and those based on long-standing relationships, (c) researcher vs. decision-maker initiatives, and (d) the underlying drivers for the collaboration. Methods: Qualitative interviews were conducted with 16 decision-makers and researchers who partnered on a Canadian major peer-reviewed grant proposal in 2013. Objectives of this exploration of participants’ experiences with health system research collaboration were to: (a) explore perspectives and experience with research collaboration in general; (b) identify characteristics and strategies associated with effective partnerships; and (c) provide guidance for development of effective research partnerships. Interviews were audio-recorded and transcribed: transcripts were qualitatively analyzed using a general inductive approach. Results: Findings suggest that the common "two cultures" approach to research/decision-maker collaboration provides an inadequate framework for understanding the complexity of research partnerships. Many commonly-identified challenges to researcher/knowledge user (KU) collaboration are experienced as manageable by experienced research teams. Additional challenges (past experience with research and researchers; issues arising from previous collaboration; and health system dynamics) may be experienced in partnerships based on existing collaborations, and interact with partnership demands of time and communication. Current research practice may discourage KUs from engaging in collaborative research, in spite of strong beliefs in its potential benefits. Practical suggestions for supporting collaborations designed to respond to real-time health system challenges were identified. Conclusion: Participants’ experience with previous research activities, factors related to the established collaboration, and interpersonal, intra- and inter-organizational dynamics may present additional challenges to research partnerships built on existing collaboration. Differences between researchers and KUs may pose no greater challenges than differences among KUs (at various levels, and representing diverse perspectives and organizations) themselves. Effective "relationship brokering" is essential for meaningful collaboration.

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Section: Introductionmentioning

confidence: 99%

Beyond "Two Cultures": Guidance for Establishing Effective Researcher/Health System Partnerships

Bowen

Botting

Graham

et al. 2016

Int J Health Policy Manag

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“…At the same time, increasing the number of sectors involved also complicates the decision-making process and makes a service less flexible [29]. Moreover, even if collaboration is intended, this does not necessarily translate into action; the people involved may be reluctant to change their working methods [303132]. When the actors do collaborate, other clashes can emerge, such as diverging interests of the practitioners involved, which may lead them to prioritize the goals of their own organization above those of the team [152533].…”

Section: Resultsmentioning

confidence: 99%

“…The use of standards and measurements may also be perceived as problematic. Articles refer to the time-consuming nature of filling out records for measurement purposes [2342] or the difficulty in finding adequate measurement indicators to implement monitoring instruments in the first place [303144]. The fact that performance management and quality of care programmes are not widely reported, does not necessarily preclude their existence.…”

Section: Resultsmentioning

confidence: 99%

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Service Integration Across Sectors in Europe: Literature and Practice

Duijn

Zonneveld²,

Montero³

et al. 2018

Int J Integr Care

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Introduction:To meet the needs of vulnerable people, the integration of services across different sectors is important. This paper presents a preliminary review of service integration across sectors in Europe. Examples of service integration between social services, health, employment and/or education were studied. A further aim of the study was to improve conceptual clarity regarding service integration across sectors, using Minkman’s Developmental Model for Integrated Care (DMIC) as an analytical framework.Methods:The study methods comprised a literature review (34 articles) and a survey of practice examples across Europe (44 practices). This paper is based on a more comprehensive study published in 2016.Results:The study demonstrates that although the focus of integration across sectors is often on social services and health care, other arrangements are also frequently in place. The review shows that integration may be either tailored to a particular target group or designed for communities in general. Although systems to monitor and evaluate social service integration are often present, they are not yet fully developed. The study also highlights the importance of good leadership and organizational support in integrated service delivery.Discussion:The study shows that the DMIC can work as a conceptual framework for the analysis of service integration across sectors. However, as this is an exploratory study, further in-depth case studies are required to deepen our understanding of the processes involved in service integration across sectors.

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“…These include government departments, non-profit and non-governmental organizations, para-governmental agencies, resource centres and grouped organizations (i.e., coalitions and alliances) with permanent or long-term CDP mandates, among others. The numbers and types of interorganizational collaborations in which these 'core' CDP organizations engage depend on numerous factors, including the type of CDP activities undertaken, local legislation and the range of organizations available in a given jurisdiction (Mays and Scutchfield 2010;Taylor-Robinson et al 2012;Zahner 2005). The patterns of collaborative interactions create networks whose composition and structure influence the distribution of information (Gibbons 2007;Willis et al 2013).…”

Section: Introductionmentioning

confidence: 99%

Mapping Collaborative Relations among Canada’s Chronic Disease Prevention Organizations

Contandriopoulos¹,

Hanusaik²,

Maximova³

et al. 2016

hcpol

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In the field of chronic disease prevention (CDP), collaborations between organizations provide a vital framework for intersectoral engagement and exchanges of knowledge, expertise and resources. However, little is known about how the structures of preventive health systems actually articulate with CDP capacity and outcomes. Drawing upon data from the Public Health Organizational Capacity Study -a repeat census of all public health organizations in Canada -we used social network analysis to map and examine interorganizational collaborative relationships in the Canadian preventive health system. The network of relationships obtained through our study shows that provincial boundaries remain a major factor influencing collaborative patterns. Not only are collaborations scarce on the interprovincial level but they are also mostly limited to links with federal and multi-provincial organizations. Given this finding, federal or multi-provincial organizations that occupy central bridging positions in the Canadian CDP collaborative structure should serve as key players for shaping CDP practices in the country. RésuméDans le domaine de la prévention des maladies chroniques (PMC), la collaboration interorganisationnelle est un processus fondamental pour l' action intersectorielle ainsi que pour l'échange de connaissances, d' expertise et de ressources. Cependant, peu de connaissances existent sur les liens entre la structure de ces réseaux de collaboration et la capacité d' action ainsi qu' avec les résultats de la PMC. En nous appuyant sur des données tirées du Public Health Organizational Capacity Study -un recensement de tous les organismes canadiens de santé publique -nous avons utilisé des méthodes dérivées de l' analyse des réseaux sociaux pour cartographier et examiner les relations de collaboration interorganisationnelle dans le domaine de la PMC. Les résultats de notre étude montrent que les frontières provinciales demeurent un facteur d'influence important sur les schémas de collaboration. Non seulement les relations sont-elles rares au niveau interprovincial, mais elles se limitent presque exclusivement à des liens entre les organisations fédérales et multiprovinciales. À la lumière de ces résultats, les organisations fédérales et multiprovinciales qui occupent une position centrale dans la structure canadienne de collaboration pour la PMC devraient agir comme joueurs clés dans l'élaboration des pratiques de PMC au pays.

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Barriers to Partnership Working in Public Health: A Qualitative Study

Cited by 46 publications

References 19 publications

Beyond "Two Cultures": Guidance for Establishing Effective Researcher/Health System Partnerships

Beyond "Two Cultures": Guidance for Establishing Effective Researcher/Health System Partnerships

Service Integration Across Sectors in Europe: Literature and Practice

Mapping Collaborative Relations among Canada’s Chronic Disease Prevention Organizations

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