Collaborative Initiatives: Where the Rubber Meets the Road in Community Partnerships

University of Washington Seattle, Seattle, Washington, United States
Medical Care Research and Review (Impact Factor: 2.62). 01/2004; 60(4 Suppl):63S-94S. DOI: 10.1177/1077558703259082
Source: PubMed


Amajor challenge facing a community partnership is the implementation of its collaborative initiatives. This article examines the progress Community Care Networks (CCNs) made in implementing their initiatives and factors that helped or hindered their progress. Study findings suggest that partnership progress is affected by external market and regulatory factors beyond the control of the partnership, the availability of local community resources to support efforts, the scope and intensity of tasks associated with an initiative, expansion of the partnership to include new members, and the balance of work between partners and paid partnership staff. Implications of study findings for community partnerships include (1) recognizing and anticipating dependency on others, (2) acknowledging that the tasks that lie ahead will be more complicated than imagined, (3) maintaining focus on priorities, and (4) learning to be adaptive and creative, given a constantly changing environment.

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    • "Documented experience on multiple hospital alliances is restricted and assembled from the perspective of local efficiencies [Italy (Daidone & D'Amico, 2009), New Zealand (Barnett et al., 2009), Catalan (Bernardo, Valls, & Aparicio, 2011; Bernardo, Valls, & Casadesus, 2012), South Moravia (Kristina, 2012), Taiwan (Lu, Tsai, & Liu, 2011; Tsai & Liao, 2013), Germany (Vera, 2004; Vera, 2006)] rather than through a comparison of practices in order to find common features of successful alliances. An exception is the US healthcare system where community partnerships dominate and provide helpful guidelines (Alexander, Comfort, & Weiner, 1998; Alexander, Comfort, Weiner, & Bogue, 2001; Alexander, Lee, & Bazzoli, 2003; Alexander, Weiner, Metzger, Shortell, Bazzoli, Hasnain-Wynia, et al. (2003); Bazzoli, Casey, Alexander, Conrad, Shortell, Sofaer, et al. (2003); Bazzoli, Shortell, Dubbs, Chan, & Kralovec, 1999; Bazzoli, Stein, Alexander, Conrad, Sofaer, & Shortell, (1997); Burns, 1990; Carman, 1992; Christianson, Moscovice, & Wellever, 1995; Judge & Ryman, 2001; McSweeney-Feld, Discenza, & De Feis, 2010; Nurkin, 2002; Provan, 1984; Shortell, Gillies, Anderson, Erickson, & Mitchell, 1996; Shortell, Zukoski, Alexander, Bazzoli, Conrad, & Hasnain-Wynia, et al. (2002); Weil, 2003; Weiner, Alexander, & Shortell, 2002; Zuckerman & D'Aunno, 1990; Zuckerman & Kaluzny, 1991) for alliances. Whilst alliances are a global phenomenon, country-specific differences in the healthcare systems are often reflected by variations in the alliance expectations, structures and outcomes. "

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