Task 1 of 2
Essay
For this task, you are required to write an essay. The essay must include:
1. A map or diagram of the partnerships involved in service delivery for a selected health / social care provider. This map may take the form of a diagram or written account.
Partnership working is often seen as a way to improve services and achieve better outcomes for service users. It can help to pool resources, share best practices, and develop new services. There are many different types of partnerships, and they can be between different organisations, individuals, or entities. The 2012 Health and Social Care Act enables NHS organisations to team up with local authorities to set up care trusts. This means that a single trust could provide all the necessary care rather than multiple providers (Tilmouth & Qualington, 2016).
The Health and Social Care Act 2012 sets out the principles for partnership working in the health and social care sector. It promotes a system in which health and social care services are delivered through a wide range of partnership working arrangements. These range from informal arrangements between carers and patients to formal partnerships between NHS trusts, social care organisations and private providers. Health and social care partnerships can be between different sectors, such as health, social care, education, and the voluntary sector. They can also be between different organisations within the same sector, such as different healthcare organisations or different social care organisations. Partnership working can also be between different professionals, such as doctors, nurses, and social workers.
There are many benefits to partnership working, such as improved services, better outcomes, and more efficient use of resources. Partnership working can also help to develop new services and improve access to existing ones. However, there are also some challenges to partnership working, such as communication and coordination between partners and different organisations having different aims and objectives. In order to be successful, partnership working needs to have clear aims and objectives, and all partners need to be committed to achieving these. There also needs to be good communication and coordination between the partners and a clear understanding of each other’s roles and responsibilities. Partnership working can be a complex process, but when it is done well, it can be an effective way to improve services and achieve better outcomes for service users.
Partnership working for service delivery in a Primary Care Home Model
In 2015, the NHS launched Primary Care Home Model, which focuses on improving healthcare through a solid partnership working approach. Primary Care Home Communities are a national model for the delivery of primary care that emphasises community participation in decision-making and collaborative efforts.
The NHS Long Term Plan sets out how, over the next 10 years, staff will come together as a complete care community to provide care closer to patients’ homes. (NHS, 2016) This care community are made up of several General Practice surgeries, the immediate community, a network of mental health and acute trusts, the voluntary sector, and the social care sector. The care community work together to focus on the needs of local populations and provide care that is tailored to the individual.
This has been helping to reduce the number of hospital admissions and improve the overall health of the population. The care community have access to the latest technology and data, which allows them to identify trends and predict future needs. This helps to ensure that care is provided in a more efficient and effective way. The care community is supported by a new funding model, which provides stability and allows for long-term planning. This helps to ensure that the care community is sustainable and can provide high-quality care for years to come.
In the case of Bradford Primary Care Home Model, these are now known as Community Partnerships and there are presently then of them. Each of these is designed to be positioned around designated groups of different GP practices. Primary Care Services are provided to the residents of these communities through the collaborative efforts of a wide variety of different organisations operating within these communities. Among these are the local non-profit and volunteer community.
Figure : An illustration of the Bradford Primary Care Home Model (Image credit: bradfordcarealliance.org)
An individual Leadership Team oversees each of these, and its members come from a wide range of agencies, such as a general practitioner, a GP practise manager, a community matron, a community pharmacist, a care home/domiciliary care provider, a representative from the voluntary and community sector, and a deputy from the VCS.
In the case of domiciliary care providers in this Primary Care home Model, to aid smooth service delivery, they also partner with local authorities, health watch partners, law enforcement, and learning providers to help facilitate training and recruitment of new staff. So far, the Primary care Home Model has been exemplary proof of just how important partnership is in delivering optimum service in health and social care.
2. A description of key elements of partnership working with:
- external organisations
- colleagues
- the individual
- families
In any kind of partnership working, there are key elements which, if present, make the partnership more likely to be effective. These key elements are mutual goals and objectives, mutual respect; effective communication; and a shared understanding of the roles and responsibilities of each partner. Mutual goals and objectives are essential in any partnership. Without a shared sense of purpose, it is difficult for partners to work together effectively. It is also important that each partner feels equally committed to the goals of the partnership. If one partner is seen to be more committed than the other, this can lead to tension and conflict.
Mutual respect is also vital in any partnership. If partners do not respect each other, it is difficult for them to work together effectively. Respect includes both positive regard for each other and a willingness to listen to each other’s opinions and perspectives. Without respect, partners are likely to find it difficult to trust each other, and this can lead to problems. Effective communication is another key element of successful partnership working. Partners need to be able to communicate effectively with each other in order to exchange ideas, discuss problems, and make decisions. If communication is poor, partners are likely to find it difficult to work together effectively.
A shared understanding of the roles and responsibilities of each partner is also important. If partners do not have a clear understanding of what is expected of them, it is difficult for them to work together effectively. Each partner needs to know what the other partners are responsible for and what they can expect from them. Without this shared understanding, partners are likely to find it difficult to work together effectively.
External organisations
Partnership working is a key element of health and social care. It involves working with other organisations to deliver care and support to people in need. There are many benefits to partnership working, including:
- improved care and support for people in need;
- better use of resources;
- greater efficiency;
- enhanced communication and coordination.
However, there are also some challenges associated with partnership working, including:
- different organisations having different agendas;
- difficulties in sharing information;
- difficulties in agreeing on decisions;
- different organisational cultures.
To be successful, partnership working with external organisations needs to be adequately planned and managed. There are several critical elements to partnership working with external organisations in relation to health and social care. Firstly, it is essential to develop a good working relationship with the organisation in question; this means building trust and mutual respect and ensuring that communication is open and honest. Secondly, it is vital to have a clear understanding of each other’s roles and responsibilities and to agree on how best to work together. Again, this may involve setting up clear lines of communication and sharing information regularly. Thirdly, it is vital to agree on a shared goal or objectives and to have a clear plan for how to achieve these. Finally, it is essential to review and evaluate the partnership regularly to identify any areas for improvement.
Colleagues
As we spend a large chunk of our lives at work with colleagues, it is crucial to maintain a great working relationship with them. Partnership working with colleagues needs certain key elements to function properly and expedite service delivery. Of the most important is communication, and this cannot be overemphasised. Without honest and open communication, there are bound to be errors, misunderstandings, and conflicts, all of which will have negative impacts on service delivery. Adequate communication involves being able to listen to and understand each other, as well as being able to share information and ideas clearly.
It is also important to have mutual respect and to value each other’s expertise and experience. This can help to create a positive and productive working relationship. Another key element is working collaboratively towards common goals. This means being willing to compromise and negotiate, as well as being able to work together to find creative solutions. By working together in a partnership, health and social care professionals can provide better care for patients and clients and make a real difference to people’s lives.
Individual
One of the most important aspects of this partnership is developing a trusting and respectful relationship with the individual. This is essential in order to ensure that they feel comfortable sharing information with their care provider and working together to identify their health and social care needs.
It is also important to involve the individual in decision-making about their care. This includes giving them choices about the care they receive and involving them in planning and review meetings. This ensures that their needs are always at the forefront of decision-making and that they feel empowered to make choices about their care. At all times, their autonomy must be respected with their rights and dignity upheld.
Finally, effective communication is essential in partnership working. This means communicating with the individual in a way that is clear, concise and easy to understand, regardless of their preferred mode of communication. It also means keeping them updated on any changes to their care plan and ensuring that they understand all the options available to them.
Families
The family of an individual contribute greatly to their health and well-being. There are cases where the family is able to provide valuable information and insight that can help with diagnosis and treatment. In other cases, the family may not be as helpful, but it is still important to involve them in the individual’s care. Partnership working with families is essential to providing the best possible care for the individual.
When working with a minor, for example, it is important to involve the parents or guardians in the individual’s care. This is because they are the ones who are legally responsible for the individual. They need to be kept up to date with what is going on and be given the opportunity to provide consent for treatment. In some cases, the family may not be able to be involved, such as if the individual is in the care of the state. In these cases, it is still important to keep the family informed of the individual’s progress and involve them in decision-making where possible.
For adults, it is important to involve the family in the individual’s care, but the individual should also be given the opportunity to make their own decisions. This includes decisions about treatment and care, as well as decisions about whom to involve in their care. The family should be respected as the individual’s primary support system, but the individual should also be respected as an autonomous individual. Finally, it is important to support the family; this includes providing emotional support and guidance where applicable.
Partnership working with families is essential to providing the best possible care for the individual. By taking the time to build rapport, being open and honest, involving the family in care, and supporting the family, we can provide the best possible care for the individual.
3. An evaluation of the importance of partnership working with:
- external organisations
- colleagues
- the individual
- families
There is considerable value in partnerships working with colleagues, families, external organisations, and the individual in any health and social care setting. Such partnerships can provide a range of benefits for all involved, including improved communication, cooperation, and coordination. They can also lead to greater efficiency and effectiveness in the provision of services, as well as improved service delivery outcomes. In addition, partnerships can help create a culture of collaborative working within the health and social care sector, which is essential in order to meet the needs of service users and staff.
External organisations
There are a number of reasons why it is advantageous for social care providers to work with external partners. First, these partnerships can improve the flow of information between different sectors, which can help to improve the quality of care provided. Second, they can help to increase the coordination and efficiency of services, which can save both money and time. Third, they can help to develop a culture of collaborative working, which is essential in order to meet the needs of service users and professionals in the field. Fourth, partnerships can lead to the development of new technologies and approaches, which can improve the quality of care provided. Fifth, they can increase the awareness and understanding of social care providers of best practices from other sectors, which can help to improve the quality of services. Sixth, partnerships can lead to the development of new funding models, which can help to secure long-term funding for social care services. Finally, these kind of partnership can lead to the development of new methods to help in expanding the reach of social care services.
Colleagues
Partnership working between colleagues is important because it allows for a better understanding of the service user’s needs for the provision of better care. It also helps to reduce the workload for colleagues involved in the provision of care and ensures that service users receive the best possible care. This is because when colleagues work together, they are able to share their knowledge and expertise, and this can lead to better care for the service user.
Partnership working between colleagues is also essential because it can lead to better relationships between colleagues. When colleagues work together, they are able to build trust, and this helps to reduce the amount of conflict that occurs within health and social care. When there is trust, colleagues are more likely to share information and ideas with one another. This can lead to better decisions being made and better care being provided to the patient.
Additionally, partnership working is essential because it can lead to better outcomes for the patient. When colleagues work together, they can provide a better level of care for the patient since they are able to share their knowledge and experience, leading to an improved quality of care provided.
The individual
The individual is a central part of any partnership working in health and social care. Partnerships between organisations, colleagues, or families are about understanding and meeting the needs of individual clients (David E., 2016).
The individual’s voice is essential in any partnership working in health and social care since their autonomy must be respected. Besides, in person-centred care, where the health and well-being of the individual is the focus, they must be aware of all decisions made on their behalf. Therefore, it is vital that the individual is involved in the partnership process and that their views are taken into account.
The individual’s involvement in the partnership process can be in the form of attending meetings, providing feedback, or acting as a consultant. The individual’s views are important because they can help to ensure that the partnership is meeting their needs and requirements.
Families
Partnerships working with families in health and social care can have a range of benefits. These include improved communication and cooperation between partners, as well as the development of positive relationships between families and care professionals. These relationships can play a key role in the provision of quality services. For instance, when providing care for minors, partnering with the family has been shown to improve communication between families and healthcare professionals and to reduce the length of hospital stays for children with chronic illnesses (Kim SH et al, 2013).
In addition, partnerships between families and health and social care professionals can lead to improved outcomes for families. For example, research has shown that family involvement in the care of a child with cancer can improve the child’s prognosis. Similarly, families who are actively involved in their child’s care have been shown to have a greater sense of well-being and to be more likely to comply with treatment regimes.
4. An explanation of how to overcome barriers to partnership working
In any health and social care setting, there are some potential barriers to effective partnership working. These barriers can be both internal and external to the organisation and can vary depending on the specific context. However, there are several key strategies that can be used to overcome these barriers and promote effective partnership working.
Some of the most common barriers to effective partnership working include a lack of trust and communication between partners, different organisational cultures and values; differing priorities and agendas; resource constraints, and lack of clarity about roles and responsibilities.
Lack of trust and communication between partners is often a result of a lack of understanding about each other’s organisations, roles, and priorities. To overcome this barrier, it is important to establish regular communication channels and build relationships of trust. This can be done through regular meetings, both formal and informal, and by sharing information about organisational structures, priorities, and plans.
Different organisational cultures and values can also be a barrier to effective partnership working. This can often be the case when organisations come from different sectors, such as medical healthcare and social care. To overcome this barrier, it is vital to ensure that there is a shared understanding of the purpose of the partnership and that all partners are committed to working towards common goals. It is also essential to respect the different cultures and values of each organisation and to recognise that these differences can be a strength, not a weakness.
Differing priorities and agendas can as well be a barrier to effective partnership working. This happens when organisations have different goals and objectives or when there is a lack of clarity about the role of the partnership. To overcome this barrier, it is essential to ensure that there is a clear and shared understanding of the purpose of the partnership and that all partners are working towards common goals. It is also important to agree on a clear set of priorities and to ensure that these are regularly reviewed and updated.
Resource constraints can also be a barrier to effective partnership working, and this occurs when organisations have different budgets or when there are limited resources available. To overcome this barrier, it is crucial to agree on a clear set of priorities and to ensure that these are regularly reviewed and updated. It is also important to identify and agree on a shared set of resources and to ensure that these are used in a way that is fair and equitable.
Additionally, a lack of clarity about roles and responsibilities can be a barrier to effective partnership working. This happens when there is a lack of clarity about the different roles and responsibilities of each partner or when there is a lack of communication about these roles. It is vital to ensure that there is a clear and shared understanding of the roles and responsibilities of each partner in order to overcome this barrier. It is also essential to agree on a clear set of expectations for each partner and to ensure that these are communicated regularly.
5. An explanation of how to deal with conflict that may occur in partnership working
Conflict is an unavoidable part of working in partnership, as different organisations have different aims, values and ways of working. However, conflict can be managed in a constructive way that leads to positive outcomes for all involved.
There are many potential causes of conflict in partnership working, such as differences in values, goals or ways of working. Other causes can include personality clashes, miscommunication, or a lack of trust or respect. It is important to remember that conflict is not necessarily a bad thing—it can be a positive force that leads to creativity and new ideas. However, if the conflict is not managed effectively, it can lead to adverse outcomes such as reduced productivity, poor communication, and a negative impact on relationships and service delivery as a whole.
While it may be challenging to find a solution that works for both sides, it is essential to remember that the resolution must be fair to both sides in all ramifications. There are several strategies for managing conflict in partnership working constructively, and they include:
Open and honest communication: This is key to managing conflict effectively. All parties should feel free to express their opinions and concerns openly, without fear of judgement or retribution. Without open communication, it will be difficult to understand the different perspectives and find a compromise that works for all parties involved.
Active listening: It is important to listen to what the other person is saying and to understand their perspective. This can help to find a compromise that works for both sides. Just as important as understanding the other person’s perspective is communicating your own perspective effectively. Although you may have the same goal in mind, if you do not communicate your ideas clearly, it will be difficult to find a resolution.
Respect: It is required to respect the other party’s point of view, even if you disagree with it. This will help to create a positive and productive environment. If there is a lack of respect, it will be difficult to find a solution that works for both sides. Mutual respect creates an atmosphere of trust and cooperation, which is essential for managing conflict effectively.
Compromise: It may be necessary to make some compromises in order to find a solution that works for both sides. This can be difficult, but it is essential to remember that conflict is not necessarily a bad thing. Through compromise, both sides can find a mutually beneficial solution.
Seeking professional help: If conflict is proving to be challenging to manage and impossible to diffuse, it may be helpful to seek professional help. This can be done through mediation or counselling. A mediator is a non-aligned and unbiased third party who may help to enable adequate communication and find a resolution that is fair to both sides. Also, counselling can help to pinpoint and isolate the root cause of the conflict and pave the way to resolve it.
Conflict is an unavoidable part of working in partnership, but it can be managed in a constructive way that leads to positive outcomes for all involved. Open and honest communication, active listening, respect and compromise are all key to managing conflict effectively. If conflict is proving to be difficult to manage, it may be helpful to seek professional help.
References
Kim SH, Shin YS, Oh YJ, Lee JR, Chung SC, Choi YS. Risk assessment of postoperative nausea and vomiting in the intravenous patient-controlled analgesia environment: predictive values of the Apfel’s simplified risk score for identification of high-risk patients. Yonsei Med J. 2013 Sep;54(5):1273-81. doi: 10.3349/ymj.2013.54.5.1273. PMID: 23918581; PMCID: PMC3743191.
Davies E. Partnership working and new roles and responsibilities. Future Hosp J. 2016 Jun;3(2):123-127. doi: 10.7861/futurehosp.3-2-123. PMID: 31098203; PMCID: PMC6465835.
Glasby, J., 2014. Partnership Working in Health and Social Care: What Is Integrated Care and How Can We Deliver It? Second Edition (Better Partnership Working). Policy Press.
Jelphs, K., 2016. Working in Teams (Better Partnership Working). Policy Press.
Charlesworth, J., 2001. Negotiating and managing partnership in primary care. Health & Social Care in the Community, 9(5), pp.279-285.
n.d. Partnership Working in Health and Social Care – PMC. [online] Available at: <https://www.ncbi.nlm.nih.gov/pmc/articles/PMC6611481/> [Accessed 2022].
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SCIE Research briefing 41: Factors that promote and hinder joint and integrated working between health and social care services. 2018. SCIE Research briefing 41: Factors that promote and hinder joint and integrated working between health and social care services. [ONLINE] Available at: https://www.scie.org.uk/publications/briefings/briefing41/.
Task 2 of 2
Reflective account
Your reflective account should include:
1. The contribution you can make to develop and improve partnership working
I believe that I can make a significant contribution to developing and improving partnerships working in health and social care. I have a wealth of experience and expertise in this area, which I can bring to bear in order to create better working relationships between people and organisations.
My experience as a social care worker and my training in collaborative approaches to problem-solving will be of great value to the team working in this area. I can provide support and guidance in the development and implementation of partnership working strategies and help to build relationships with key stakeholders. With a great sense of accountability, I am able to approach issues in a manner that reduces the possibility of conflicts arising. However, even when conflict arises, it is crucial to view it in a positive light and work towards ensuring the resolution is channelled to the improvement of the ongoing collaboration.
One of the most important aspects of partnership working is creating trust. I know how to build and maintain trust both within myself and with others, which is essential in order to achieve successful outcomes. I am also confident and competent in various communication skills, which I can use to build strong relationships with my partners.
I am committed to working collaboratively and building positive relationships because I believe that through working together, we can achieve great things. While it is impossible to have the same work ethic and approach issues as I would, I always keep in mind to be non-judgemental.
I am confident that my skills and experience will help to improve the quality of service delivered to clients and to build stronger relationships with staff and other professionals involved in health and social care.
2. An evaluation of your strengths and weaknesses in relation to partnership working
I have been responsible for working in partnership with other professionals in the health and social care sector for a number of years. I have found that my strengths lie in my ability to communicate and collaborate with others. I have also found that I am able to take on a number of different tasks and responsibilities in a collaborative environment.
My weaknesses lie in my tendency to be over-confident and to take on too much work without enough support. I need to work on pacing myself and ensuring that I receive adequate support from my team members in order to be successful. Another area of weakness is that I can be quite rigid in my thinking, and can be difficult to persuade of the benefits of change. This has been highlighted in the past when I have been unwilling to consider alternative solutions to problems. I need to work on being more open-minded and flexible in order to be successful when working in a partnership.
3. Ways to improve own practice through preparing a development plan using the outcomes of your evaluation in item 2.
I have been working on my weaknesses in a number of ways. Firstly, I have been undertaking training courses which have focused on improving my ability to think outside the box and to be open to change. This has helped me to be more open to new ideas and to be more flexible in my thinking.
Also, because I tend to be overconfident and take on too much, I have been working on developing a better work/life balance. This means that I am taking time for myself rather than working all the time and believing I can do it all. This has helped me understand the importance of rest and relaxation in order to be able to work effectively in the future.
I also need to be more aware of the impact my decisions have on those around me. This means that I need to be more sensitive to the feelings of others and to take into account their needs when making decisions. Overall, I am confident that with the help of my training, I am on the road to becoming a better partner and an even better team leader.
4. How to review the effectiveness of partnership working in achieving the agreed outcomes.
When working in partnership, it is crucial to examine if goals are being achieved and the agreed outcomes are being met. To review the effectiveness of partnership working, it is important to consider the following:
- How well has the partnership been working together?
- Have the goals been agreed upon, and are they achievable?
- Are the agreed outcomes being met?
When examining how well the partnership has been working together, it is important to assess if there has been cohesion and communication between the partners. This can be assessed through meetings, emails, and other forms of communication. If there is a lack of cohesion or communication, it can lead to conflicts and slow down the partnership. Whether it is with colleagues, external organisations, or the individual, it is important to evaluate how the partnership is impacting recipients of care since they are at the centre of this whole arrangement.
Regarding agreeing upon goals, it is essential that they are achievable and relevant to the partnership. It is also crucial that they are specific and measurable. This will allow the partnership to track progress and make necessary adjustments.
Lastly, it is important to assess if the agreed outcomes are being met. This can be done through interviews, surveys, and other forms of data. If the agreed outcomes are not being met, it is important to identify the cause and make necessary adjustments.
