Public sectors have responded to grand societal challenges by establishing Collaboratives – new inter-organisational partnerships to secure better quality health services. In the UK, a proliferation of collaboration-based healthcare networks exists that could help to both enhance the value of investments in quality improvement programmes. The nature and organisational form of such improvements is still a subject of debate within the public-sector literature. Placed-based collaboration has been proposed as a possible solution. In response, this research paper presents the results and findings of a placed-based collaborative network, highlighting challenges and insights.
This 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.
The 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.
Regardless of the tensions and challenges with placed-based networks, they could still be a solution in maximising the public value required by government investments in the healthcare sector since they offer a more innovative structure that can help to address complex issues beyond the remit of hierarchical structures. This research is limited by the use of a single case study.
Across countries health systems are moving away from markets to collaborative models for health care delivery and from individual services to population based approaches. This paper provides insights to inform leaders of collaborative health models in the design and delivery of these new collaborations.
As 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 paper provides insights into the new partnership between health institutions and communities, providing opportunities for more social-based and solidarity-based healthcare models which place patients and the public at the heart of change.