Using the structure of social networks to map inter-agency relationships in public health services

This article investigates network governance in the context of health and wellbeing services in England, focussing on relationships between managers in a range of services. There are three aims, namely to investigate, (i) the configurations of networks, (ii) the stability of network relationships over time and, (iii) the balance between formal and informal ties that underpin inter-agency relationships. Latent position cluster network models were used to characterise relationships. Managers were asked two questions, both designed to characterise informal relationships. The resulting networks differed substantially from one another in membership. Managers described networks of relationships that spanned organisational boundaries, and that changed substantially over time. The findings suggest that inter-agency co-ordination depends more on informal than on formal relationships. •We modelled clusters of relationships for health and wellbeing managers in England.•Sampling biases were mitigated by using a ‘landscape mapping’ method.•There were substantial changes in network configuration and membership over time.•Quantitative evidence emphasizes the importance of informal relationships.•Most network governance theories underestimate the dynamic behaviour of networks.