Cross‐Sector Collaboration in the High‐Poverty Setting: Qualitative Results from a Community‐Based Diabetes Intervention

Abstract

We identified several factors that motivated collaboration across diverse sectors with health care systems to promote health in a high-poverty, urban setting. Understanding these motivations will be foundational to optimizing meaningful cross-sector collaboration and improving diabetes outcomes in the nation's most vulnerable communities.

Leadership in Integrated Care Networks: A Literature Review and Opportunities for Future Research

“…Regarding network structures, they explore how leadership impacts the formation of networks [ 8 44 47 58 61 68 69 71 82 90 100 101 ], the number and strength of network ties [ 51 56 63 64 67 77 78 ], network density [ 51 52 ], network centrality [ 9 51 ], network trust [ 70 72 75 ], network consensus [ 78 ] and network identity [ 84 ]. Regarding activity coordination, they examine how leadership affects patient and client referrals [ 7 10 48 50 52 53 59 60 62 65 66 79 89 91 98 102 ], care planning [ 7 45 48 54 55 57 80 93 95 96 97 102 104 ], information sharing [ 48 49 52 57 65 103 ], resource exchanges [ 7 52 99 102 ] and the alignment of care practices via protocols, pathways and evidence-based decision-making [ 13 46 73 87 88 92 <...>…”

“…• Professional traditions/work practices [46,48,50,53,99, 100] • Organisational priorities and resources [43,45] • Multilateral boundary spanning [101] • Hospital ownership [102] • Leaders' motivation [8,44,103,104] • Leaders' tenure [66] network [75]. Moreover, performance is improved by network members working through cliques, which unite complementary services and establish trust among clique members [74].…”

“…At the organisation level, integrated care networks rely on the presence of motivated top managers with a vision of how their respective organisations gain from integrating care [8,44,103,104]. Since networks require time to develop, top managers with a longer tenure are more likely to develop formal and informal relationships with other organisational leaders required for advancing care integration [66].…”

What are the elements of a whole system approach to community-centred public health? A qualitative study with public health leaders in England’s local authority areas

“…5 Research in Chicago turned the problem around: from asking how community organisations could be more involved in system approaches to population health, to concluding that health systems should be asking how they can be more involved in communitybased approaches already underway. 47 The depth of practice across the sites suggest that whole system working to build healthy communities is feasible and possible for wider adoption within other public health systems. Most interviewees were able to report outcomes and there was a range of approaches used or planned by all to evaluate impact.…”

“… 5 Research in Chicago turned the problem around: from asking how community organisations could be more involved in system approaches to population health, to concluding that health systems should be asking how they can be more involved in community-based approaches already underway. 47 …”