Collaboration and competition in a children's health initiative coalition: a network analysis

Activating communities to achieve public health change and initiate policy reform usually requires collective action from many entities. This case study analyzes inter-organizational networks among members of a coalition created to expand health insurance coverage to uninsured children in a large metropolitan area. Six networks were measured: collaboration, competition, formal agreements, receive funding from, send funding to, and greater communication. The response rate was 65.8% (50 of the 76 active members). Positive network questions such as “who do you collaborate with” elicited many network choices whereas negative ones such as “who do you compete with” elicited few. The collaboration network had a core–periphery structure and analysis showed that a large network can be reduced to a small set of core organizations one-sixth the size of the whole. Centrality (out- and in-degree) was associated with perceived organizational function and perceived barriers to success. For example, organizations that received many choices as collaboration partners were more likely to perceive the coalition functioned well than those who received few choices. The study suggests that perceptions of organizational performance are associated with position in the network, central members are more likely to perceive the organization performs well than those on the periphery.     

The development of a rubric for peer assessment of individual teamwork skills in undergraduate midwifery students

BackgroundPoor teamwork is cited as one of the major root causes of adverse events in healthcare. Bullying, resulting in illness for staff, is an expression of poor teamwork skills. Despite this knowledge, poor teamwork persists in healthcare and teamwork skills are rarely the focus of teaching and assessment in undergraduate health courses.AimTo develop and implement an assessment tool for use in facilitating midwifery students’ learning of teamwork skills.MethodsThis paper describes how the TeamUP rubric tool was developed. A review of the literature found no research reports on how to teach and assess health students’ teamwork skills in standing teams. The literature, however, gives guidance about how university educators should evaluate individual students using peer assessment. The developmental processes of the rubric were grounded in the theoretical literature and feminist collaborative conversations. The rubric incorporates five domains of teamwork skills: Fostering a Team Climate; Project Planning; Facilitating Teams; Managing Conflict and Quality Individual Contribution. The process and outcomes of student and academic content validation are described.ConclusionThe TeamUP rubric is useful for articulating, teaching and assessing teamwork skills for health professional students. The TeamUP rubric is a robust, theoretically grounded model that defines and details effective teamwork skills and related behaviours. If these skills are mastered, we predict that graduates will be more effective in teams. Our assumption is that graduates, empowered by having these skills, are more likely to manage conflict effectively and less likely to engage in bullying behaviours.     

What About the Kids?

ABSTRACT

Although rhetoric about family-centered services and breaking the cycle of intergenerational poverty has survived many failed public welfare strategies, few meaningful collaborative efforts between school systems and the public welfare system have emerged. The following case study describes the processes in which a county DSS director successfully engaged the school system to change the educational trajectories of its children in poverty by using the university as a bridge partner. Capitalizing on the freedom associated with using block grant funds for innovative programs, the collaborating partners redefined the relationship between the two systems through a common goal. Successes, barriers, practice implications and lessons learned are identified and discussed in the case example.     

Preparing Social Workers for Child Welfare Practice: An Innovative University–Agency Learning Collaborative

This paper describes the evolution of a university–community child welfare learning collaborative based on an adaptation of the teaching hospital concept. This partnership between an agency providing a range of child and family welfare services and two university units, the school of social work and outreach, was intended to accomplish multiple agency, university and community goals: implement best practices in the agency, enhance social work education, increase staff resources in child welfare, influence public policy, and improve the lives of children and families in the child welfare system. The major strategy was ‘Grand Rounds’ modeled after the system used to train medical students through multiple transactions with experts in a clinical setting. The first year was very successful, with students, agency staff and faculty giving the sessions high ratings in content, quality and utility. One key to the success of the initiative was that it was an agency‐driven process and was based on working relationships of mutual respect and trust. Building such relationships takes both time and effort. Future challenges will include garnering the resources, both human and financial, to sustain the collaboration over time.     

Learning from Our Mistakes: An Autopsy of an Unsuccessful University–Community Collaboration

A challenge facing social work education is how to enhance its connection to local communities. To this end, university and community collaborations have grown in popularity to address community needs and to augment student learning. The research literature indicates that there are many factors—from designs to guidelines—that drive successful collaborations. Building on the lessons from that research, this article provides a case study about a service-learning collaboration between a community organization and a masters-level social work course in the United States that was ultimately unsuccessful. Through stakeholder interviews and reflections, the authors provide several suggestions to improve future collaborations. These suggestions include the following. First, increase accountability for students and agency staff. Second, conduct an orientation session at the agency that includes necessary agency staff. Third, be mindful of cultural differences between organizations. Finally, restrict the number of service-learning options for students.     

Motherhood,Apple Pie and Interprofessional Working

This article seeks to challenge the uncritical and often benign way in which interprofessional practice is considered within social work and other social professions. In particular the article highlights issues concerning definitions, structural solutions, interprofessional education, the assumption of consensus, the lost voice of the service user, the potential for unnecessary surveillance and some ideas of what distinctly good interprofessional working might look like. This article is not an attack on interprofessional practice per se but an attempt to go beyond the ‘motherhood and apple pie’ nature of much of the current debate.     

Promises and Pitfalls: Involving Service Users and Carers in Social Work Manager Education

Partnership working occupies an increasing amount of social work managers' time and budget, requiring skills and abilities not always developed previously within social work programmes. Much discussion around partnership working centres on building collaborative inter-agency and inter-professional relationships with less emphasis on the need to ensure good working relationships with service users and carers, despite their being the ultimate recipients of the process. This article explores efforts to develop a focus on service users and carers within a module for social work managers as part of post-qualifying (PQ) social work education. It documents a process where, initially, service users and carers provided personal testimonies of being recipients of services and then subsequently occupied more authoritative roles within teaching, to the current position when they are again less actively involved.

In describing these developments it explores possible reasons why involving service users and carers within this module has proved challenging. The article acknowledges that there is relatively limited literature about the involvement of service users and carers in PQ education. It suggests that lessons learned from involving service users and carers in qualifying social work training cannot directly be transposed to the post-qualifying context.     

A Multi‐Program Collaboration in Field Education

This paper describes the development of a US‐based field education collaboration among three social work programs that includes: field instructor orientation, continuing education for field instructors, an advisory board, a joint website and database, a field instructor manual and selected joint forms. Benefits, challenges, considerations and strategies will be offered for programs that wish to embark on similar projects.     

跨部门协作:青少年服务跨界整合及政策

青少年群体是一个国家和民族不断发展、不断强大的希望和未来,为其提供足量、高效的公共服务,满足青少年群体的发展需求,是政府的重要责任之一。而如何提高政府为青少年服务的水平和能力,涉及到政府职能、组织结构、运行机制、政策设计等问题。当前西方国家政府体制改革的新理论和新动向可以为我们提供一些启示,设计一套有助于整合服务、提高跨界服务能力和水平的青少年服务新策略成为当务之急。     

Best Practices for Biostatistical Consultation and Collaboration in Academic Health Centers

Given the increasing level and scope of biostatistics expertise needed at academic health centers today, we developed best practices guidelines for biostatistics units to be more effective in providing biostatistical support to their institutions, and in fostering an environment in which unit members can thrive professionally. Our recommendations focus on the key areas of: (1) funding sources and mechanisms; (2) providing and prioritizing access to biostatistical resources; and (3) interacting with investigators. We recommend that the leadership of biostatistics units negotiate for sufficient long-term infrastructure support to ensure stability and continuity of funding for personnel, align project budgets closely with actual level of biostatistical effort, devise and consistently apply strategies for prioritizing and tracking effort on studies, and clearly stipulate with investigators prior to project initiation policies regarding funding, lead time, and authorship.