Trust-building in temporary public health partnerships: a qualitative study of the partnership formation process of a Covid-19 test, trace and protect service

Background: Public health initiatives require coordinated efforts from healthcare, social services and other service providers. Organisational theory tells us that trust is essential for reaching collaborative effectiveness. This paper explores the drivers for initiating and sustaining trust in a temporary public health partnership, in response to a sudden health threat. Methods: This qualitative study analysed the formation process of a multisector partnership for a Covid-19 contact tracing service. Data was collected through 12 interviews, two focus groups, one feedback workshop, and an online survey with workforce members from all seven partner organisations. Purposive maximum variation sampling was used to capture the reflections and experiences of workforce members from all seven partner organisations. A deductive code scheme was used to identify drivers for building and sustaining trust in inter-organisational collaboration. Results: Relational mechanisms emanating from the commitment to the common aim, shared norms and values, and partnership structures affected trust-building. Shared values and the commitment to the common aim appeared to channel partners’ behaviour when interacting, resulting in being perceived as a fair, reliable and supportive partner. Shared values were congruent with the design of the partnership in terms of governance structure and communication lines reflecting flat hierarchies and shared decision-making power. Tensions between partner organisations arose when shared values were infringed. Conclusions: When managing trust in a collaboration, partners should consider structural components like governance structure, organisational hierarchy, and communication channels to ensure equal power distribution. Job rotation, recruitment of candidates with the desired personality traits and attitudes, as well as training and development, encourage inter-organisational networking among employees, which is essential for building and strengthening relationships with partner organisations. Partners should also be aware of managing relational dynamics, channelling behaviours through shared values, objectives and priorities and fostering mutual support and equality among partner organisations

Still looking in the wrong place: literature-based evidence of why patients really attend an emergency department

Presenting complaints at an Emergency Department (ED) that could (and should) have been seen in primary care are discussed in the literature as ‘inappropriate use’ of hospital-based emergency services. These medically inappropriate requests are perceived as a threat to service quality, implying more costs than necessary. Using Systems Thinking/Dynamics, this paper introduces an evidence-based framework to explain why people increasingly attend an ED instead of a primary-care-based emergency facility, with patient demographics (age and deprivation), signposting sources and patients' perceptions (reflecting latent needs) identified as the main determinates of ED use. The framework makes explicit the endogenous dynamics of referral, service choice and service reputation (where expectations and confirming experiences are recursively shaped over time). The work can be employed at the strategic level as a framework to inform attendance management when evaluating or altering the healthcare system. This is achieved by presenting how the healthcare system responds to patient encounters and how patient behaviour adapts in response. At the operational level, the presented framework enables modellers and healthcare planners to develop hospital-based and primary-care-based emergency care interventions with empathy and compassion for patients. We highlight opportunities for future work as the healthcare system is complex and requires more in-depth exploration/modelling to complete the picture