Working in partnership is a key component of practice within health and social care services. Carnwell and Buchanan (2004) define it as working relationship where more than one professional work together to improves the lives of vulnerable adults and children within health and social care system. The Blackburn Anglican (2023) offers a clear definition of partnership working. According to them, it involves collaboration between multiple parties, such as individuals, agencies, or organizations, who share a common interest. They emphasize that the main reason for these entities to collaborate is to achieve a broader, mutual goal alongside several specific objectives. Furthermore, Blackburn Anglican notes that these partnerships can be established to tackle particular issues and might vary in duration, being either short-term or long-term commitments. further defination of partnership working is provided by Tunnard (2021) who has extensive experience in social welfare through her former role at the Organization of Child Poverty Action Group. According to Tunnard (2021), the core of partnership working lies in the principle of sharing and mutual respect. She outlines that effective partnerships are characterized by a clear division of roles and a shared decision-making process where each partner's contributions are valued. Tunnard (2021) emphasizes that in a true partnership, power is distributed evenly, and all parties have a right to information and accountability. Additionally, she believes that each role within the partnership should be supported by both legal and moral grounds, ensuring a balanced and respectful collaborative environment.
For partnership working to be effective, several key elements must be observed within health and social care system. These elements are describes by Scie (2016) as essence of partnership and they includes respects for one another, empowerment, Joint decision making, sharing of power, independence and respect for one another. It is important in partnership that partners respect each other. The presences of respect in a partnership relationship make it easier for the partners to work collaboratively. Staffs within health and social care sector should therefore embrace respects for each other so as to maximize the success of partnership working relation (Carnwell and Buchanan 2004, Scie 2016). Had the Nurse in Stafford Hospital respected patients and viewed them as partner, they should have been able to work collaboratively with them and other workers to improve the life of the vulnerable adults and children.
Partnership should also be based on the premise of empowerment. Partners should empower each others (Carnwell and Buchanan 2004). For instance, in the adult, A case scenario, had the local police, local authority and health and social care empowered each other with relevant resources including information, better protection should have been provided to adults A.
Another essential element of partnership working is sharing of power. This requires the patients and professionals to work together to select tests, treatments and support packages based on patient preferences; clinician experience and research evidence (Scie 2016). Had the nurse in the Strafford hospital viewed patients as equal partners, they would have been able to work together with them in finding best way to meet patients’ needs. Regrettably, this did not happen as the nurses were unwilling to share power with their patients.
Equally, independence of partner is another essential of partnership working. While working in partnership it is important that each partner respect the independences of the others partners. This allows member to remain fully committed in the partnership without losing their ability to govern themselves (Carnwell and Buchanan 2004, Scie 2016).
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Evaluate the partnership relation within health and social care
There are two type of partnership relation that can be found with health and social sector; the clients- professional partnership relation and the Multi-agencies relation. In the Client – professional relationship, the healthcare professional and patients work together to determine test, treatment and support package based in patients preference, clinical experience and Research evidence (Scie 2016). This partnership relation has several benefits. First, it put patients at the centre of practices. This ensures that patients’ needs are fully satisfied. Secondly, the patients feel empowered and value hence better satisfaction with services. Thirdly, patient choice and preferences are respected and promoted. Regrettably, this form partnership relation was lacking in Mid Staffordshire NHS Foundation Trust. The nurse never worked together with patients. In fact, Patients were assaults and their health and wellbeing needs were never met. Were it not for the death of one patient which trigger the “Cure NHS campaign”, the neglect and abuse on patients would not have been recognised by the management. Had the nurse worked in partnership with the patients, better service could have been delivered to meet patients’ needs.
The multi-agencies partnership relation, different professionals or agents work together to improves the patients’ quality of life (Atkinson 2007). If well utilised, Multi agencies partnership relation helps meet patients’ needs in a holistic manner. Equally, partners are also empowered to better perform their responsibilities (Pollard et al 2014). Regrettably, the above benefits were not realized in both the adult A case as this form of partnership relation was not formed. In this case, the police and Health and social care never shared information nor consulted with each in caring and protecting the late adult A. Although, the police said it was in regular contact with the victim and his family, It never consulted the health and social care services to determine whether the victim was physically assault or not. If this was done, the police, local authority and health and social care services should have been in a better position to protect Adults A from the frequent harassment and assault from gangs as well meeting his health and well being needs.
2.1 Analyse models of partnership working across the health and social care sector (The different models of partnership working in health and social care)
There are four main models of partnership working in health and social care which can be utilized by organizations to enhance their efficiency and impact. these models are networking model, referral systems model, consortium model and multi-agency working model.
1. Networking Model
This is considered the most basic form of partnership. In this model, organizations come together occasionally to exchange ideas and discuss common interests without any binding commitments. Partnerships may evolve from these interactions, but only if organizations voluntarily choose to develop them further.
2. Referral Systems Model
This model is designed specifically for the purpose of making inter-organizational referrals easier and more systematic. Participating organizations establish agreed-upon procedures for the exchange of information and the referral of clients across agency lines, enhancing cooperative service delivery.
3. Consortium Model
In the consortium approach, multiple organizations unite for a collective benefit, such as pooling resources for bids or forming a coalition to exert greater influence. This model is based on the belief that a collaborative effort can achieve greater outcomes than individual efforts.
4. Multi-Agency Working Model
This collaborative approach involves sharing resources and responsibilities to implement joint projects or services. The premise is that by working together, organizations can achieve more effective and efficient results than they could independently.
Each of these models offers unique advantages and can be chosen based on the specific needs and goals of the collaborating entities.
2.2 Review current legislation and organisational practices and policies for partnership working in health and social care
There are several legislations, organization practices and policies for partnership working in health and social care. Some of the legislation which requires application of partnership working within health and social care sector include Crime and Disorder Act 1998. NHS Care and Community Act 1990, and Children Act 2004.
The Crime and Disorder Act 1998, was passed to target crime related to anti-social behaviour. Although this Act mandate, local authorities to develop strategy that will reduces crime and disorder in their area, it also requires them to work together with local police authority, health and social care services; local residents and business to ensure crime and disorder are prevented. Regrettably, In adult’s A case, the local authority failed in its mandate as it did not work in partnership with the police, health and social care authority and local residents (Neighbours) to prevent the frequent harm inflicted on Adult, A. Had their work in partnership with the local residents, the police authority and health and social care services, adult A could have been provided with better protection against the harm.
NHS care and community Act 1990, is cited as the first law in UK, to have called for client-professional partnership working with health and social care services. The Act requires that patients be actively involved in service planning. Had the Nurse in Strafford hospital met the requirement of this law, they could have involved patients in planning of services for improvement of life. Regrettably, that did not happen. On top of legislation, there are range of policies that call for partnership working with health and social care sector. These policies include putting people First, Equity and Excellence – Liberating the NHS among other. “Putting people first” promoted the concept of personalization with health and social care where patients are give maximum choice, control and power over the support they received. This policy calls for patients’ involvement in planning the services where their choice and preference are taking into account (National survivor user network 2015). In addition, the government policy “Equity and Excellence – Liberating the NHS” required patients to be involved in all decision making process relating to their care. This was visibly expressed through the mantra ‘nothing about us without us” (National Survivor users network 2015). Had the nurse at Strafford implemented this policy, they could have shared the decision making process with patients hence development of quality support package.
2.3 Explain how differences in working practices and policies affect collaborative working
As stated by Sullivan and Skelcher (2002) partnership work better when the partners has some similarity in their working practices and policies. However, finding partners with similar working practices and policies is not always possible. As such, most health and social care services find themselves working with partners whose’ working practices and Policies differs. These differences in working practices and policies are issues of concern as it affects the entire collaborative working and in most cases in negative ways. For instances, as mentioned by JIT (2009), when the working practices of partners differs, disagreement can arise on how best to achieve the common goals. Also, in some cases, when working practices and policies between potential partners extremely differs, forming the much needed partnership working arrangement may become impossible as partners retreat to their comfort zone. This is exactly what happens in Adult A case scenario. The partners that were supposed to work together for adult’s protection which include the local authority, the policies and health and social care services all had different working practices. The local authorities work according to the mandate given to it by the various legislations. On the other hand, the police authority work according to the guideline and requirement contained in the legislation governing the police force including the police Act 1964. Equally, the working practices of health and social care services is determined by quite different range of legislation including the health and social care act 2014, care act 2002 among others. This create different working practices which hindered these potential partners to come together to plan on how to work collaboratively to protect and meet all the adult’s needs.
3.1 Evaluate possible outcomes of partnership working for users of services, professionals and organisations ( The content inhere also addressed the question ' What is the goal of partnership working in health and social care'?
The essence of partnership working in health and social care is fundamentally about pooling together diverse skills, knowledge, and resources to optimize service delivery. Partnership working brings together different skills and knowledge which complement one another in the service delivery process. This collaboration not only enhances the efficiency and quality of service provision but also ensures that these services are more holistic and user-centered (JIT 2009, Petch and Cook 2013).
As a result, the decision-making and the entire service delivery process improve significantly, whereby it becomes possible to offer holistic services to service users. Another important positive outcome of partnership working between patient and professional is that patients’ needs are put at the center of services delivery. In partnership working, the partners also bring in some important resources that enable the delivery of services at a satisfactory level (Petch and Cook 2013).
Moreover, another significant outcome of such collaborations is empowerment. When different professionals work together, they are able to empower each other, sharing expertise, resources, and power, which is critical in enhancing the overall capacity and functionality of health and social care services (SCIE 2016). This empowered setting fosters a more effective and efficient environment for addressing the complex needs of service users, ultimately leading to improved health and well-being outcomes.
Thus, the goal of partnership working is to leverage these combined efforts to not only meet but exceed the expectations in the delivery of health and social care services, putting patient needs at the forefront and ensuring high-quality care through enhanced collaborative practices. Regrettably, this did not happen in Adult, A case since the local authorities, health and social care service and the police failed to work together. Had they worked together, they could have been able to eliminate resources gap experienced by each partner. They could have been able to pull resources such as money; human resources etc together hence have adequate resources needed to meet the holistic needs of adult A.
3.2 analyse the potential barriers to partnership working in health and social care services
There are several potential barriers to partnership working. These include culture differences time and resources as well as funding issues.
Culture difference- in most cases, there is differences in culture between partners. For instances, In adult A case, the organization cultures in police, local authority and health and social care services differ from that of each other. It is obvious the work practice of any institution is greatly determine by it cultures. As such it can be said that the police, local authority and the health and social care service all had different culture and working practices which made hindered them from working collaboratively.
Adequate shared resource-For effective partnership, time and resources are required. Each partner must devote some time to build and maintain the partnership relationship. Equally, each partner should devote some of it resources including human resources and finances to keep the partnership going. Regrettably, not most potential partners have are committed in devoting their time and resources in partnership as such they end up not collaborating at all (JIT 2009). This is what happens in adult A case. Each of the potential partners in adult A case, that is, the police, health and social care services and local authority failed to commit some of their resources and time to building a partnership working relationship with each other.
3, 3 Devise strategies to improve outcomes for partnership working in health and social care services
There are wide ranges of strategies that can be used to improve the outcomes of partnership working with health and social care. These include improvement of communication, establishing a framework for resources sharing among other .
Communication has been cited as one of the essences for effective partnership. Without communication/sharing of information there is no way partnership working can be established or sustained. This is very evident in Adult, A case scenario, The lack of information sharing between police, local authority , local resident and the health and social care services hindered the establishment of a partnership working relation that was much needed in order to protect Adult A . Therefore, improve the communication process between partners can help establish and sustain partnership working relationship hence better delivery of services that is valued by patients.
Better outcome in partnership working can be achieved if resources are well shared by the partners. For instance, In adult A case, Better outcome could have be achieved if the police, local authority and the health and social care shared their resources when caring for Adult A. Therefore, better outcome for partnership working can be achieved by establishing a framework for sharing the available resources among partners
4.0 How does the Health and Social Care Act impact integration, cooperation, and partnerships in the UK?
The Health and Social Care Act of 2012 brought significant changes to the landscape of healthcare and social services in the UK. It mandates the NHS to enhance the integration of services, aiming to elevate the overall quality, accessibility, and effectiveness of health care. Here’s how the Act impacts integration, cooperation, and partnerships across various sectors:
Strengthening Integration
The Act explicitly requires the NHS to improve service integration wherever it benefits service quality, or helps in reducing disparities in service access and outcomes. This mandate helps connect different service domains—such as healthcare, social work, and specialized care—creating a more cohesive delivery network.
Promoting Cooperation
One of the key features of the Act is its emphasis on cooperation. Agencies and authorities are required to work together, transcending traditional boundaries to better meet the needs of the public. This prepares the ground for multi-disciplinary teams to collaborate more effectively, improving patient and client pathways across the system.
Facilitating Partnerships
Finally, the Act facilitates stronger partnerships between various stakeholders, including public bodies, private entities, and third-sector organizations. These partnerships aim to innovate and improve service delivery through shared goals and resources, thus enhancing the overall efficiency and responsiveness of services.
Practical Implications
In practice, these legislated duties have led to numerous initiatives and models of collaborative work across the UK. Local authorities, NHS trusts, and other service providers have embarked on joint ventures, sharing responsibilities, and resources to better serve their communities.
In summary, The Health and Social Care Act of 2012 has been a driving force behind more integrated, cooperative, and partnered service provision in the UK. It has set a robust framework that compels the NHS and other bodies to collaborate in a way that uplifts the standards and accessibility of health care and social services across the nation.
4.1 What are the duties of the NHS according to The Health and Social Care Act of 2012?
Under The Health and Social Care Act of 2012, specifically Sections 13N and 14Z1, the NHS is obligated to enhance the integration of healthcare services. This legislative mandate emphasizes the improvement of service quality, the accessibility of services, and the achievement of better health outcomes. The act particularly prioritizes the reduction of disparities in access to healthcare services, ensuring that all individuals receive equitable care. This responsibility underscores the commitment of the NHS to not only provide healthcare but to also continually improve the system in which it is delivered.
4.2. What are the benefits of integrated health and social care teams according to NHS Wales?
According to NHS Wales, the implementation of integrated health and social care teams brings a multitude of benefits that enhance patient care and optimize the use of resources. Here’s a comprehensive breakdown of the advantages:
Comprehensive and Convenient Care Options
- One-Stop Shop for Patients: Streamlining access by grouping various services in a single location.
- Care Near Home: Services are delivered closer to where clients live, reducing the need for travel.
- Quick Access to Appropriate Care: Ensures patients receive timely care from the most suitable team member.
Enhanced Patient and Caregiver Experience
- Increased Autonomy and Choice: Patients have more options and control over their care.
- Support for Carers: Provides necessary respite and support to those caring for loved ones.
- Home Care Support: Enables more patients to stay in the comfort of their homes.
Operational Improvements
- Improved Information Sharing: Facilitates better communication between patients and care providers.
- Reduced Redundancy: Minimizes the duplication of assessments and services.
- Role Clarity Within Teams: Enhances understanding of each team member's contributions.
Workforce and Resource Optimization
- Enhanced Job Satisfaction: Raises morale among volunteers and professionals through improved job conditions.
- Development of a Multi-skilled Workforce: Promotes versatility and skill enhancement among staff.
- Optimized Resource Use: Better allocation and use of skills from front-line professionals.
Strategic and Clinical Benefits
- Shared Evaluation and Performance Metrics: Establishes common frameworks for assessing health and social care.
- Reduced Hospital Admissions: Cuts down emergency visits and the duration of hospital stays.
- Facilitated Discharge Processes: Ensures patients can leave the hospital safely and promptly.
Risk Management and Learning
- Risk Reduction: Identifies and mitigates potential risks more effectively.
- Cross-Organizational Learning: Promotes knowledge sharing across different healthcare organizations.
By integrating health and social care, NHS Wales aims to create a more efficient, patient-centered system that not only improves the quality of care but also enhances the working environment for healthcare providers.
Conclusion
This report has discussed the partnership working concept as used with health and social care sector. The report has found out that to achieve better outcome through partnership working, Staffs must put philosophies of partnership working in practices. In addition, the reports have identified a numbers of legislation and policies that affect partnership working with health care. Finally, the report has also discovered that partnership working can have wide range of positive outcomes when applied in delivering health and social care Services
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