Network Managers as Facilitators: A Case Study on a Network of Specialist and Generalist Service Providers

ABSTRACT

This study examines the role adopted by network managers to coordinate a network of generalist and specialist workers that provide services to families in poverty. A facilitating role is found to enhance the exchange of expertise among generalists and specialists, which is considered indispensable when providing responsive support and services to families in poverty. It is also observed that network managers need to adopt a mediating role when the leading organization of a network develops vertical steering mechanisms and reduces the professional discretionary power of the network members.

KEYWORDS:

• Specialists
• generalists
• management
• networks
• qualitative
• case study

Practice points

• While previous studies have developed a critical account of integrated networks providing services and support to families in poverty, our study analyzes how these networks can be shaped by the network manager to improve collaboration among professionals.

• Service networks should include the efforts of both generalist social workers and specialist service providers. Generalists provide support on different life domains. Specialists focus on one problem and work on this intensively.

• Intervision and supervision meetings coordinated by a facilitating network manager enable the exchange of expertise and intensive collaboration among specialist and generalist professionals.

• Within networks of generalist and specialist frontline workers governed by a leading organization, the facilitating frontline manager may be pushed toward a more commissioner-type (top-down) role. This may have negative implications for the professional discretionary power of the professionals involved.

Disclosure statement

No potential conflict of interest was reported by the authors.

Additional information

Funding

This work was supported by the Belgian Federal Science Policy Office [BR/132/A4/INCh].