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

ArticleinMedical Care Research and Review 60(4 Suppl):63S-94S · January 2004with6 Reads
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.
    • "Research on the size of the partnership has shown mixed results with no definitive explanation for whether size is a positive or negative characteristic of partnership group work (Williams & Allen, 2008). Some research has found that the larger the partnership, the lower the perceived effectiveness of the partnership (Hasnain-Wynia et al., 2003) and the less likely the partnership is to meet their stated goals (Bazzoli et al., 2003); yet no size range for effective collaboration has been cited. Further, some studies have found that more homogeneous compositions lead to less effectiveness (Hasnain-Wynia et al., 2003); whereas other studies have shown that heterogeneity is important to success (Zakocs & Edwards, 2006). "
    [Show abstract] [Hide abstract] ABSTRACT: Increasingly there is a call from policy makers for communities to work collaboratively to ameliorate social problems; yet, collaborating is arguably one of the most difficult tasks of partnerships. Conceptual frameworks for effective collaboration have recently been developed and need empirical testing. Effective collaboration determinants are explored in this study of a comprehensive crime reduction initiative. Comparative case study methodology is used to examine the presence of these determinants in three arenas: context, structure, and function. Sites were most similar in structure; differences were most pronounced in function. Translating these results in this initiative and across other community partnerships is discussed.
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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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    • "Public management scholars and researchers have only recently focused their attention on the role of network managers in network success , and empirical studies testing their arguments are still lacking (McGuire 2002; Retheneyer 2005 ). Generally speaking, current studies propose two categories of actions that managers in the network can develop to actualize network success: nurturing the network (Kickert et al. 1997; Shortell et al. 2002; Bazzoli et al. 2003) and steering it (Hageman et al. 1998; Lasker et al. 2001; Shortell et al. 2002; Weiss et al. 2002; Conrad et al. 2003). Bearing in mind the above considerations, the extant studies provide insights that can help to explain the performance of public networks. "
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