Do project management and network governance contribute to inter-organisational collaboration in primary care? A mixed methods study

Sanneke Schepman,Pim Valentijn,Dinny De Bakker,Marc Bruijnzeels,Ronald Batenburg,Marlies Maaijen,Antoinette De Bont

doi:10.1186/s12913-018-3169-8

Abstract

BackgroundThe need for organisational development in primary care has increased as it is accepted as a means of curbing rising costs and responding to demographic transitions. It is only within such inter-organisational networks that small-scale practices can offer treatment to complex patients and continuity of care. The aim of this paper is to explore, through the experience of professionals and patients, whether, and how, project management and network governance can improve the outcomes of projects which promote inter-organisational collaboration in primary care.MethodsThis paper describes a study of projects aimed at improving inter-organisational collaboration in Dutch primary care. The projects' success in project management and network governance was monitored by interviewing project leaders and board members on the one hand, and improvement in the collaboration by surveying professionals and patients on the other. Both qualitative and quantitative methods were applied to assess the projects. These were analysed, finally, using multi-level models in order to account for the variation in the projects, professionals and patients.ResultsSuccessful network governance was associated positively with the professionals’ satisfaction with the collaboration; but not with improvements in the quality of care as experienced by patients. Neither patients nor professionals perceived successful project management as associated with the outcomes of the collaboration projects.ConclusionsThis study shows that network governance in particular makes a difference to the outcomes of inter-organisational collaboration in primary care. However, project management is not a predictor for successful inter-organisational collaboration in primary care.

Highlights

The need for organisational development in primary care has increased as it is accepted as a means of curbing rising costs and responding to demographic transitions
In 12 projects, the survey among professionals could not be sent at the end as they had either stopped beforehand or the project team had not cooperated with this part of the research
These were: (1) the satisfaction with the collaboration of the project according to professionals; (2) the improvement in the quality of care during the project according to patients; (3) the project managements’ success based on interviews with three project managers, and; (4) the degree of success network governance achieved according to board members

Summary

Introduction

The need for organisational development in primary care has increased as it is accepted as a means of curbing rising costs and responding to demographic transitions. It is only within such inter-organisational networks that small-scale practices can offer treatment to complex patients and continuity of care. The need to collaborate in primary care has been stressed for a long time. This need has two main drivers [1,2,3,4,5].

Objectives

Methods

Results

Discussion

Conclusion