Abstract
Background: As in many Western countries, a combination of population aging and workforce shortages challenges the current and future ability to meet health and social care needs in the Netherlands. These issues typify the wicked problems that local and regional cross-sectoral partnerships - a type of purpose-oriented network - aim to address. However, there is limited empirical insight into how such partnerships can be classified or how effective they are in achieving their (quintuple aim) goals, depending on their strategies (e.g., governance form, leadership, target group involvement, and resource availability) and context. This study aims to address key gaps in previous research through a large sample size, validated measurement methods, and state-of-the-art data analysis.
Approach: Since Q4 2023, a yearly survey and benchmarking cycle has been conducted among network managers. The survey applies a clear definition of cross-sectoral partnerships for health and well-being and incorporates validated measurement instruments for effectiveness and its potential antecedents. The 2024 survey round includes an additional short survey for network partners to gain more refined insights into the structure and effectiveness of a subset of partnerships. The survey data have been—or will be—analyzed using social network analysis (SNA), latent-class analysis (LCA), qualitative comparative analysis (QCA), and machine learning (CatBoost). A report with individual and aggregate partnership scores is shared with all participating network managers.
Results: In 2023, 103 partnerships responded to the survey. Preliminary findings (as of 15 November 2024) from QCA and CatBoost analyses suggest that effective leadership combined with high partner trust is particularly associated with substantive interorganizational partnership effectiveness. Additionally, LCA results indicate that partnerships can be divided into two classes: those likely to have implemented network-administrative steps (e.g., alignment of payment incentives, compliance with competition rules, and changes in service delivery among partnering organizations) and those less likely to have done so. These steps are generally considered critical for achieving structural integration and impact. Results from the 2024 survey round are being collected and will be analyzed in Q1 2025.
Implications: Methodological limitations in identifying classes and antecedents of cross-sectoral partnership effectiveness were partially addressed. However, ongoing and refined analyses are required to validate the initial findings on the importance of leadership and trust. The 2024 data collection offers the opportunity to deepen insights by including longitudinal and multi-level data (e.g., partner-level input). Our presentation will illustrate and stimulate discussion on the possibilities and challenges of establishing a structured, country-level approach for collective learning and transferring lessons about the antecedents of effectiveness across regions. This approach could benefit practice, policymaking, and science in health policy, integrated care, and organization/management.