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- W65211972 abstract "This PhD analyses strategic health partnerships, focusing on Health ImprovementProgrammes (HImPs) and Health Action Zones (HAZs). It is a case study of fourEnglish health districts, based on 81 semi-structured interviews, and on partnershipdocuments and observations. Partnership - central to New Labour's modernisationagenda for the NHS - was intended to improve the quality of health services and reducehealth inequalities. This thesis conceptualises three dimensions of partnership - coordination,collaboration, participation. It uses three theoretical frameworks to interpretthe nature of partnership in the study sites.Governance Theory - market, hierarchy and networks - provided a framework toconceptualise the broader context in which partnership was developed but also toexplore the influence of central government on local statutory agencies. Over-use andpoor co-ordination of central command and control tools strengthened hierarchicalrelations. Coupled with a shift towards healthcare delivery, this undermined thedevelopment of autonomous, lateral relationships.Resource Dependency Theory provided a framework to analyse the influences onhorizontal relationships between local partners. This theory sees actors as selfinterested,manipulating the environment to enhance their resources while reducing theirresource dependency on others. A model was developed to explain how resourcemotivations and symmetry combined with local circumstances to shape partnerships.Collaboration Theory provided a normative framework to assess the quality of thepartnership process. According to this theory, innovative and consensual solutions tosocial problems emerge through inclusive processes - often involving conflict andrequiring impartial facilitation. In the study sites, these processes were constrained byoverbearing hierarchical relations and local influences, resulting in policy co-ordination,not radical innovation.The thesis argues that government reforms resulted mainly in partnership as coordination.Partnership as participation marginally increased while partnership ascollaboration was barely evident. The shift from market to networks was underminedby the government's strengthening and (mis)management of hierarchical relations." @default.
- W65211972 created "2016-06-24" @default.
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- W65211972 date "2005-01-01" @default.
- W65211972 modified "2023-09-26" @default.
- W65211972 title "An evaluation of partnership in the development of strategic health policy" @default.
- W65211972 doi "https://doi.org/10.17037/pubs.01366861" @default.
- W65211972 hasPublicationYear "2005" @default.
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