![]() The study was conducted between 20 with the aim of understanding partnership processes and how various partnership factors contribute to partnership effectiveness within the context of addressing complex issues in PHC. This article presents findings from a mixed methods study of multi-stakeholder partnerships involving decision makers, academic representatives, clinicians, health system administrators, patient partners and representatives of health and social service organizations providing services to vulnerable populations with an interest in improving primary health care (PHC) accessibility. ![]() More research is therefore required to explore the factors, both positive and negative, that influence partnerships and mitigate success otherwise, advocacy for partnerships will remain “a rhetorical issue with no basis in reality”. These problems are not surprising given that partnerships are resource intensive, time consuming and require governance, procedures and processes that are very different from the ways independent organizations are run. Estimates from formal evaluations suggest that up to 70% of alliances fail, and those that survive are frequently unable to reach their full potential. In practice, partnerships that bring different organizations and individuals together can generate a great deal of frustration, and those involved frequently struggle to achieve measurable, beneficial outcomes. The Partnership Synergy framework was useful in assessing the intermediate outcomes of ongoing partnerships when it was too early to assess the achievement of long-term intended outcomes.ĭespite the widespread endorsement of a partnership approach indicating that collaboration is generally a “good” thing in the context of complex problems, there is a need to strengthen the evidence base relating to claims of its effectiveness. Synergy was associated with partnership leadership, administration and management, decision-making, the ability of partnerships to optimize the involvement of partners and the sufficiency of non-financial resources. Synergistic action among multiple stakeholders was achieved through enabling processes at the interpersonal, operational and system levels. The results highlight partnership complexity and the dynamic and contingent nature of partnership processes. The instrument was administered to five partnerships ( n = 54). Qualitative data were collected through the observation of 14 partnership meetings and individual semi-structured interviews ( n = 16) and informed the adaptation of an existing Partnership Self-Assessment Tool. The study involved five multi-stakeholder partnerships in Canada and Australia working towards improving accessibility to primary health care for vulnerable populations. ![]() This article presents findings from a mixed methods study conducted with the aim of understanding partnership processes and how various partnership factors contribute to partnership effectiveness. Partnerships are widely endorsed, but there is a need to strengthen the evidence base relating to claims of their effectiveness. ![]() Partnerships are an important mechanism to tackle complex problems that extend beyond traditional organizational divides.
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