Governance Archieven

Effective governance in a network of healthcare providers is crucial for ensuring high-quality, coordinated care. As healthcare systems become increasingly complex, managing these networks requires a strategic approach that balances collaboration, accountability, and efficiency. This blog post covers essential strategies for governance in healthcare networks. It is supported by scientific research. The post includes relevant statistics and successful case studies.

Understanding Network Governance

Network governance involves the structures and mechanisms used to coordinate and control joint actions across a network of healthcare providers. According to a study published in BMC Health Services Research, there are three primary types of governance structures. These are participant-governed networks, lead organization-governed networks, and network administrative organizations (NAOs) (1). Each structure has its own advantages and challenges, and the choice of structure should align with the network’s goals and context.

Key Governance Mechanisms

Effective governance also relies on the right mechanisms to coordinate tasks and ensure accountability. These mechanisms can be broadly categorized into markets, hierarchies, and relational governance (1). Markets rely on competition and contractual agreements, hierarchies use formal authority and control, and relational governance emphasizes trust and collaboration among network members. A study on Italian cancer networks found that a mix of formal and informal governance mechanisms can help balance inclusivity and efficiency(2).

Successful Case Studies

One successful example of network governance is the Cancer Care Ontario (CCO) network in Canada. CCO uses a lead organization model, where a central body coordinates care across multiple providers. This model has been effective in standardizing care protocols and improving patient outcomes(3). Another example is the Danish Integrated Care Network, which employs a participant-governed structure. This network has successfully integrated primary and secondary care services, resulting in better care coordination and reduced hospital admissions.

Relevant Statistics

Statistics highlight the importance of effective governance in healthcare networks. A study published in Health Policy and Planning found that well-governed networks can reduce healthcare costs by up to 15% while improving care quality. Additionally, networks with strong governance structures tend to have higher patient satisfaction rates and better health outcomes.

Strategies for Effective Governance

Define Clear Roles and Responsibilities: Establishing clear roles and responsibilities for all network members is essential. This helps prevent overlaps and ensures accountability.
Foster Collaboration and Trust: Building a culture of trust and collaboration among network members can enhance relational governance. Regular meetings and transparent communication are key to fostering this environment.
Implement Robust Data Sharing Systems: Effective governance requires timely and accurate data sharing. Investing in interoperable health information systems can facilitate better coordination and decision-making.
Monitor and Evaluate Performance: Regular monitoring and evaluation of network performance can help identify areas for improvement. Using performance metrics and feedback loops ensures continuous improvement.
Adapt to Changing Needs: Healthcare networks must be flexible and adaptive to changing healthcare needs and policies. This requires a governance structure that can evolve and respond to new challenges.

Conclusion

Managing governance in a network of healthcare providers is a complex but essential task. By choosing the right governance structure, implementing effective mechanisms, and fostering a culture of collaboration and trust, healthcare networks can achieve better coordination, improved patient outcomes, and reduced costs. Successful case studies from Canada and Denmark demonstrate the tangible benefits of effective network governance. As healthcare systems continue to evolve, strong governance will be key to ensuring sustainable, high-quality care.

References

1 : BMC Health Services Research https://bmchealthservres.biomedcentral.com/articles/10.1186/1472-6963-13-229

2: BMC Health Services Research https://bmchealthservres.biomedcentral.com/articles/10.1186/s12913-020-05867-2

3 : Cancer Care Ontario Case Study : Danish Integrated Care Network Case Study : Health Policy and Planning https://health-policy-systems.biomedcentral.com/articles/10.1186/s12961-019-0456-8

What are your thoughts on the strategies for managing governance in healthcare networks?

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Starting as a supervisory board member

If experience is required in many job postings, how do you build up experience as a supervisory board member? Many supervisory board members started their careers as directors. This is also reflected in the vacancies for supervisory board members If you have no experience as a supervisory board member, you are often a fully-fledged candidate with director experience. Another opportunity to gain experience is an internship on a supervisory board. More and more supervisory boards are taking advantage of this opportunity to attract new supervisory board members. However, it often depends on the organisation how this internship goes. As an intern, are you an almost full-fledged team member, or are you the fifth wheel on the wagon that takes care of the report and the coffee? Both scenarios and everything in between are reality.

In a world of accelerating changes, it is increasingly challenging for organisations to organise supervision properly. Additional expertise is always welcome, but how do you do this better? By making use of the existing structures and possibilities: committees.

Supervisory boards can be supported by committees. A survey of 100 recent job postings for supervisory board members in the Netherlands shows that more than 80% of organizations already have committees that support the supervisory board. The purpose of these committees is to advise the supervisory board on all kinds of matters such as finances, risks, remuneration of directors, etc. The committees prepare a piece of advice, and the supervisory board follows the advice or decides something else.

Committees for starting supervisory board members

These committees are very often composed of supervisory board members. However, no general legal provision exists that committees may only consist of supervisory board members. There is specific legislation for some sectors, but often there is not. This interpretation offers many opportunities to attract talent. As a starting supervisory board member, you can gain experience in contact with the external accountant by becoming an audit committee member. At the same time, you get to know the organization and the supervisory board while working as a committee member. This gives you a clearer picture of what is expected of you as a possible future supervisory board member.

There are also many advantages to this approach for the organization. That means committees are becoming a way to attract talent as advisors to the supervisory board. Not every committee member has to move on to the supervisory board. Committee members can supplement the existing supervisory board members’ competencies without making the supervisory board’s functioning more complex. At the same time, supervisory boards can better prepare for their succession.

Therefore, a warm appeal to organisations not only to use committees to make the internal functioning of the supervisory board more efficient but also to use them to attract additional expertise and talent and thus strengthen the future.