Methods
To better understand “what it takes” to have a successful collaboration and meet both Center-specific and Collaboration-specific objectives, a qualitative approach using document review and individual interviews was undertaken. The specific question asked was “what are the barriers and facilitators Center personnel experience in achieving established goals for international and regional/national collaboration”. Documents reviewed included 5 years of Center and regional meetings/minutes and JBI Collaboration meetings/minutes. Individual interviews with JBI staff, Center directors, and methodologists provided greater depth in understanding key facilitators and barriers.
Findings
Facilitators of collaboration fell into themes of: 1) infrastructure (within and across Centers), 2) structure and support from the Joanna Briggs Institute as the parent organization, 3) positive energy and productivity associated with collaborative participation, and 4) consistent communication. Key infrastructure components included: synthesis and translation software, expert users of the software who can guide staff and students, library scientist support, statistical support, and research assistant support in retrieval and review of manuscripts. One of the most critical, yet most variable infrastructure factors that could be a facilitator or barrier was the number of engaged faculty in the center and the percent workload credit provided to faculty. Influencing allocation of workload credit was: external funding obtained by Center faculty, internal leadership, and support to provide funds to advance the goals of the Center.
Passion felt by faculty for EBP and the components of synthesis, transfer and translation—was a strong facilitating factor. Personal motivating factors associated with collaboration created a positive energy that outweighed barriers. These included an increased efficiency as evidenced by increased systematic review output and publications, individual growth in synthesis and translation expertise, intellectual companionship, broad networks that can be tapped into for problem solving, and a support system whereby successes and failures can be discussed and managed.
Barriers identified included lack of needed funding and infrastructure, logistical issues, and personal fatigue. Working across institutions, states, and countries is fraught with different forms of bureaucracy, regulation, and legal issues surrounding contracts that can be time consuming and stressful. A clear barrier is competing priorities, especially around the value placed on systematic reviews and knowledge translation studies as a path to promotion and tenure in an environment that prioritizes primary research. Lack of face to face communication was identified as a barrier that was in part overcome by frequent virtual communication. It was noted, however, that the positive energy, innovation and willingness to actively engage was enhanced by face to face communication in the form of educational and operational meetings.
Conclusion
Barriers and facilitators identified are similar to those found in recent studies looking at success of regional collaborations (Carroll, et. al, 2010; Noonan, et. al, 2017; Rendon, et. al, 2017). Innovative strategies to enhance facilitators and overcome barriers will be described specific to the JBI collaboration. These strategies can guide other collaboratives in reaching shared national and international goals.