History

Partnering for Change I: Understanding the Process of Primary Health Care Transformation

Change efforts have been underway since 2010 in the Northern Health Authority to create partnerships among local primary care providers, community leaders, community-based services, and Northern Health, to improve health and health care experiences of people in Northern British Columbia (BC).

Between 2011-2016 the Partnering for Change I study was undertaken, the purpose of which was to study these partnerships and understand how relationship-building and networking can bring about system change. The study was funded by the Canadian Institutes of Health Research (MOP 114987)

Research Activities

Multiple case studies were undertaken by conducting interviews with health care providers, Northern Health employees, municipal employees and community members. Interviews took place over a three-year period (2012-2014) in communities in Northern BC including Prince Rupert, Prince George, Fraser Lake, Fort St. John, Valemount, Burns Lake, and Mackenzie. As well, interviews and documentary data collection took place at the regional level.

Study Findings

Conclusions from this first phase of the project included that transformative change can be accomplished when partners work together and that there is potential for this new system to improve the lives and health of those living in rural and northern communities. This partnered approach is a complex and iterative process, where all involved work towards the shared goal of creating health care reform to improve the health of the population. Key pieces to achieving this goal were:

  • Strategies for creating and sustaining productive partnerships for innovations, such as:
    • Developing a partnered System of Services
    • Paying careful attention to language
    • Respecting multiple views
    • Engaging in purposeful conversations
  • Keeping the focus on people in communities by:
    • Putting persons and community-centred structures and processes into place
  • Building in the flexibility to adapt to local circumstances
  • Taking advantage of opportunities:
    • Watchful waiting
  • Responding to crises
  • Encouraging experimentation while managing risk
    • Creating space to try new initiatives and push existing boundaries
  • Managing organizational risk

Research Team

Primary Investigators:

Dr. Martha MacLeod (University of Northern British Columbia)

Dr. Neil Hanlon (University of Northern British Columbia)

Margo Greenwood (University of Northern British Columbia)

Co-Investigators:

Dr. David Snadden (University of British Columbia)

Dr. Trish Reay (University of Alberta)

Craig Mitten (University of British Columbia)

Knowledge Users:

Suzanne Johnston (Northern Health Authority)

Cathy Ulrich (Northern Health Authority)