Collective impact approach in cross-sectoral collaboration in psychosocial services for children, adolescents and their families. Special reference to leadership

The Collective Impact-based cross-sectoral collaboration model provides a suitable approach for the Finnish service system. However, the results of the doctoral thesis indicate that implementing the model requires clear leadership structures, defined leadership responsibilities, and effective communication. In addition, the study highlights the need to strengthen collaboration between service sectors in order to coordinate support for children, adolescents, and families.

The need for psychosocial services for children and adolescents has increased, while the fragmentation of the service system has made the coordination of support more difficult. The thesis examined how cross-sectoral collaboration based on Collective Impact and its leadership can support service development. The study examined a Collective Impact-based collaboration implemented in psychosocial services, the key elements of which are defining a common agenda, mutually reinforcing activities, continuous communication, shared measurement, and the work of a backbone support organization. In addition, the study developed and tested an instrument through which Collective Impact-based collaboration and its leadership can be evaluated.

The results showed that the use of child psychiatric, adolescent psychiatric, and child welfare services has remained at a high level, which underscores the need to strengthen collaboration between service sectors. Based on a survey directed at employees and leaders, the implementation of collaboration requires clear leadership. Although the organizations had a common strategic goal, it was found to be communicated inadequately to employees. The measurement instrument was found to be a reliable tool for evaluating cross-sectoral collaboration and leadership. Based on the literature review, research on leadership in Collective Impact-based initiatives for children, adolescents, and families remains limited. Although leadership structures varied across different settings, the implementation of collaboration was consistently supported by the core principles of Collective Impact.

The research findings can be utilized in the development of services for children, adolescents, and families, as well as in strengthening cross-sectoral collaboration and leadership across organizational boundaries. The findings provide new perspectives on service coordination and highlight the need for future longitudinal research to evaluate the effectiveness of cross-sectoral collaboration and leadership.