Author: Hudson B
Journal: Journal of Integrated Care, 2007
Volume/pages: Vol 15(1), pp3-13

About the study
This article describes the approach to partnership working that Scotland is taking, focussing on working together to find better ways of doing things through the development of networks and explores the definition and application of a variety of styles of networks. The author describes a ‘continuum of network arrangements’: integrated care pathways; managed clinical networks and managed care networks. Finally the paper explores three key issues that determine the effectiveness of any network: purpose; management and governance and three levels at which that effectiveness can be measured: individual/community level; network level and the organisation/participant level.

Findings
The article suggests that a successful network requires both top-down and bottom-up elements to its management structure especially for a large and complex network. In addition, while a network ‘champion’ is crucial it is critical that it is not assumed that the champion will be solely responsible for making the network work – it must be seen as ‘everybody’s business’. The author also discusses the importance of ‘reticulists’ – individuals with a strong commitment to change who are skilled at developing networks, building coalitions and alliances both within their own and other organisations – in ensuring the shared sense of responsibility for the network.

Key messages

• Network effectiveness will be based on interactions at the individual/community level, the network level and the organisation/participant level.
• It is essential to evaluate the strengths and limitations of the network model of partnership working.