The UK’s public health response to covid-19

Scally, Gabriel; Jacobson, Bobbie; Abbasi, Kamran

doi:10.1136/bmj.m1932

Cited by 191 publications

(201 citation statements)

References 6 publications

Supporting

Mentioning

197

Contrasting

Unclassified

Order By: Relevance

“…Parliamentary committees have identified serious problems and will continue to do so. The science is being examined though the peer reviewed process and academic analyses,4 including by the Independent Scientific Advisory Group for Emergencies 5. But more is needed, drawing on expert insights in areas that have experienced the greatest problems.…”

mentioning

confidence: 99%

Public inquiry into UK’s response to covid-19

McKee

Gill²,

Wollaston³

2020

BMJ

View full text Add to dashboard Cite

show abstract

mentioning

confidence: 99%

Public inquiry into UK’s response to covid-19

McKee

Gill²,

Wollaston³

2020

BMJ

View full text Add to dashboard Cite

show abstract

“…These ndings demonstrate that many inter organisational collaborations may struggle to achieve the collaborative synergy required for better performance due 'collaborative inertia' brought about by unfavourable contexts. However, given the increasing recognition that healthcare systems will need to adapt in order to face nancial challenges and 'surge' events such as Covid-19 (7), working together in a 'whole-systems' manner (85) is needed more than ever. The need for practical advice, such as that proposed in this review, has never been more essential for supporting inter organisational collaboration (86).…”

Section: Discussionmentioning

confidence: 99%

“…Current emphasis is being placed on groups, networks, mergers, and buddying as solutions for resolving severe funding shortfalls as well as improving the quality of care provision between providers and regions (3)(4)(5). The response to Covid-19 has emerged as a timely example of unprecedented collaboration across organisations and sectors as the NHS responds to the pandemic (6,7).…”

Section: Introductionmentioning

confidence: 99%

Why do some inter-organisational collaborations in healthcare work when others do not? A realist review

Aunger

Millar

Greenhalgh

et al. 2020

Preprint

View full text Add to dashboard Cite

BackgroundInter-organisational collaboration is increasingly prominent within contemporary healthcare systems. A range of collaboration types such as alliances, networks, and mergers have been proposed as a means to turnaround organisations, by reducing duplication of effort, and enabling resource sharing, greater influence, and novel innovations. However, in practice, due to the complexity of the process, such efforts are often rife with difficulty. Notable contributions have sought to make sense of this area, however further understanding is needed in order to gain a better understanding of why some inter-organisational collaborations work when others do not, to be able to more effectively implement collaborations in the future.MethodsRealist review methodology was used, combining systematically searched papers and purposively searched ‘middle-range’ theories. The systematic review encompassed searches for reviews, commentaries, opinion pieces and case studies on HMIC, Medline, PsychINFO, and Social Policy and Practice databases and further searches were conducted using Google Scholar. Data were extracted from included studies according to relevance to the realist review.ResultsThirty-eight systematically-identified studies were included, in addition to twelve purposively-identified papers, informing the development of programme theories of how, why, and when partnerships in healthcare work. The findings led to the proposal of programme theories formulated as context-mechanism-outcome configurations, which outline what outcomes may be expected when partnerships are attempted in differing contexts. We found that it was essential to consider mechanisms underlying partnership functioning, such as building trust and faith in the collaboration, in a context of strong initial trust, to enable maximal synergy and thus collaborative performance.ConclusionAs the first realist review of inter-organisational collaborations in healthcare as an intervention for improvement, this review provides actionable evidence for policymakers and implementers, enhancing understanding of mechanisms underlying the functioning and performing of inter-organisational collaborations, as well as configuring context and entry point to aid success. Next steps in this research will test the results against further case studies and primary data to produce a further refined theory. Review registrationThis review is registered at PROSPERO with ID CRD42019149009.

show abstract

“…We were surprised to read the editorial by Scally and colleagues, which criticises the UK government’s handling of the covid-19 pandemic 1. We agree that the UK response has been comparatively slow on testing, community contact tracing, and the eventual move to lockdown.…”

mentioning

confidence: 99%