Abstract
PurposePublic sectors have responded to grand societal challenges by establishing collaboratives – new inter-organizational partnerships to secure better quality health services. In the UK, a proliferation of collaboration-based healthcare networks exists that could help to enhance the value of investments in quality improvement programs. The nature and organizational form of such improvements is still a subject of debate within the public-sector literature. Place-based collaboration has been proposed as a possible solution. In response, the purpose of this study is to present the results and findings of a place-based collaborative network, highlighting challenges and insights.Design/methodology/approachThis study adopted a social constructionist epistemological approach, using a qualitative methodology. A single case study was used and data collected in three different stages over a two-year period.FindingsThe study finds that leadership, data-enabled learning through system-wide training and development, and the provision of an enabling environment that is facilitated by an academic partner, can go a long way in the managing of healthcare networks for improving quality.Research limitations/implicationsRegardless of the tensions and challenges with place-based networks, they could still be a solution in maximizing the public value required by government investments in the healthcare sector, as they offer a more innovative structure that can help to address complex issues beyond the remit of hierarchical structures. This study is limited by the use of a single case study.Practical implicationsAcross countries health systems are moving away from markets to collaborative models for healthcare delivery and from individual services to population-based approaches. This study provides insights to inform leaders of collaborative health models in the design and delivery of these new collaborations.Social implicationsAs demand rises (as a result of increasing complexity and demographics) in the western world, health systems are seeking to redefine the boundaries between health service provision and community self-reliance and resilience. This study provides insights into the new partnership between health institutions and communities, providing opportunities for more social- and solidarity-based healthcare models which place patients and the public at the heart of change.Originality/valueThe city place-based network is the first of such organizational form in healthcare collaboration in the UK.
Highlights
AND BACKGROUNDIn globalised and demanding economic environments, where trends such as rising20 customer expectations, ‘budgetary constraints, global competition for investment, public sector reform programmes and changing demographics’ (Price WaterhouseCoopers, n.d: p.3) are becoming the norm, public sectors and not-for-profits are 27 expected to use resources more efficiently and effectively (Curristine et al, 2007, Afonso et al, 2010, Afonso et al, 2015) and at the same time, improve the quality of services (Amoo & Mervyn, 2014)
Private sector organisations have over the past decades tried to mitigate and share the risk of such a global and economic changing environment by forming alliances and associations – and in a similar vein, public sector organisations are undertaking this through collaboration
This paper looks at the key challenges and insights of this approach using a single Case Study of a city-wide implementation of a
Summary
20 customer expectations, ‘budgetary constraints, global competition for investment, public sector reform programmes and changing demographics’ 39 of leadership can enhance the overall effectiveness of leaders; and reflect Heifetz, Linsky & Grashow’s (2009) approach to wicked issues through the ability to be dynamic, adaptive and reflective to changing situations and contexts such as the 46 management of integrated care (Edgren, 2011, Edgren and Barnard, 2012) marks a high-level leader (Avolio and Bass, 2001, Goleman, 2003) This form of leadership is what Collins (2001) denotes Level 5 leadership (see : Collins, 2005, Owens and Hekman, 2012), where leaders are simultaneously comfortable working in shared leadership models where the functions of leadership can be dispersed to all members of the community within the organisation – the combination of the First (traits and behaviours) and Second Persons' (human interaction between groups) perspectives of leadership The literature was again subsequently explored to underpin, refute or support the evaluation research findings and a form of member checking ensued whereby we shared research progress with the informants to validate our interpretation and findings with the informants' viewpoints, increasing the 6 trustworthiness of the data (Carlson, 2010)
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