Abstract
ABSTRACT The majority of research into Managed Clinical Networks (MCN) has been undertaken in large countries; little is known about the implementation of MCNs in small countries. Using a prospective, longitudinal, qualitative method, this three-year case study explored the development and implementation of a New Zealand palliative care MCN, particularly focusing on the establishment, mid-point, and completion time points. The analysis showed throughout the three years, the MCN failed to implement the guiding principles of MCNs. This may have been influenced by the small county context where clinicians and health provider organizations know each other well and compete for government-allocated resources and other funding (e.g. grants and donations). MCNs remain widely supported as a tool to achieve clinical representation in governance, particularly where change is needed to support equitable service delivery. However, it is possible in small country settings that MCNs require a different approach to leadership and development to achieve effective governance and implementation.
Published Version
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