Networks - a briefing paper for the Health Foundation - Centre for ...

2 Types of Health NetworksA grounded theoretical approach was undertaken by CIHM which identified six over-archingnetwork areas (health care and beyond), which was then explored within the academicliterature. Further research has illuminated six broad categories. Section 2.1: Managed Hierarchical Networks Section 2.2: Developmental Networks, Section 2.2.1: Two sub-types ofDevelopmental Networks (Co-ordinating Networks and Individual ProcurementNetworks)Section 2.3: Social Networks/Media.Section 2.4 Agency Networks/ Policy Networks; Sections 2.4.1 and 2.4.2 NAAPS andTower Hamlets case studies Section 2.5 Learning Networks 2.5.1 Communities of Practice; 2.5.2 EpistemicCommunities 2.5.3 Support Networks 2.5.4 Enclave Networks / Individual Networks;2.5.4.1: three types of Enclave NetworksSection 2.6 Advocacy Networks; Section 2.6.1 Transnational Action Networks2.1 Managed NetworksEvaluation of managed clinical networks with summary list in Section 3.3.5Characteristics: Traditional Model; Mandated work; Hierarchical; Clear Allocation ofLabour; Competency (for creating pre-specified tasks)Leadership: Transactional; Autocratic / Hierarchical Leadership; Central leadershipmust translate vision into strategy and strategy into operational actions.Governance: Hub and Spoke Governance Structure: Not particularly network-centricor organization-centric. No distinct corporate shape but definitely has a top-downstructure and fails to offer anything unique in comparison to other network formswhich are more fluid and undefined.Failure: Authorized networks have a history of ineffectiveness because networkmembers may not recognize the authority required for their governance. Hub-and –spoke centralized networks must decentralise communications; outer layers unable toengage in meaningful discussion; hub and spoke structure is constrained if aneffective (high functioning and successful) leader leaves his postThe key characteristics of managed networks, such as those that result from policyinitiatives(Evaluation of managed networks in Section 3.3.2), often include the use of a forumand formal management structures. Governance is unambiguous and clearly defined, andthe hub has clear authority and power to regulate its members or member’s organisations(Mendizabal and Hearn, 2011). Arrangements for external accountability and targetedobjectives are linked to a written and agreed strategy, and they often consist of a: ‘...directsteering group and often accredit or inspect providers, specify requirements and manage atask to deliver change. This might be a contract with the responsibility of agreeing itsspecification and reducing transaction costs, or an agreement to produce a binding protocolor remodel a service. They have a dedicated manager and either budgets to manage or defacto determination of the use of budgets held by a host organisation’ (Harris, 2005: n.p). Thebenefits of managed networks include greater competency for completing pre-specified tasksand clarifying the division-of-labour element across different individuals/organisations.23