Partnership Working in Public Health

This assignment examines partnership working in public health, particularly its impact on governance structures and implementation of a systems approach. It delves into theoretical frameworks, practical applications, and challenges associated with collaborative efforts in public health initiatives.

Working in
Partnership in
Health and Social
Care

Table of Contents
INTRODUCTION...........................................................................................................................1
TASK 1............................................................................................................................................1
1.1 Philosophies of partnership working in health and social care.............................................1
1.2 Partnership relationships and its effectiveness working in health and social care................2
TASK 2............................................................................................................................................3
2.1 Models of partnership in health and social care....................................................................3
2.2 Legislation and organisational practices for partnership working in health and social care.4
2.3 Different practices and policies affect collaborative working..............................................5
TASK 3 ...........................................................................................................................................6
3.1 Outcomes of working in partnership for service users, professional and enterprises...........6
3.2 Barriers of working in partnership in health and social care................................................7
3.3 Strategies to improve outcomes for partnership....................................................................8
CONCLUSION................................................................................................................................9
A40812REFERENCES..................................................................................................................10

INTRODUCTION
Partnership is a process in which two or more organisations merge to deliver better or
enhanced services to their large number of customers. Health and social care is a sector
providing various health related services. Working in partnership in health and social care is a
process in which different enterprises incorporate or merge to deliver better health services to the
end users (Glasby and Dickinson, 2014). Different philosophies are used by entities involved in
this concept to enhance the effectiveness of business operations. Under this report, various
models which can be used by organisations engaged in health and social are mentioned. Along
with this, different legislations and practices adopted by business entities are also discussed.
Effect of these legislations on partnership processes and differences of working in partnership
and the way this can affect the business activities as being a barrier are discussed in this report.
Various methods which can be used by firms to develop or make the relations better are also
mentioned here.
TASK 1
Covered in leaflet
TASK 2
2.1 Models of partnership in health and social care
Various models of partnership are there that can be identified in health and social care.
Every model has its own style of doing work. Understanding of all models can be gained by the
following ways: Formal partnership: Under this, both entities get entered into partnership business by
signing an agreement. It contains relevant information about partners including their
name, roles and responsibilities along with the authorities. This type of partnership is
announced at public (Mockford and et.al., 2011). This is one of the most popular and
exist form of partnership. Employee share of profit is already decided under this
partnership. Centralised approach of control is used in this which helps manager in taking
decisions at fast speed without any unnecessary delays. Informal partnership: This type of business is opposite to formal partnership. Under this,
parties do not sign a written agreement and partnership is not announced at public. This
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type of partnership is not registered under any law. Partner's profit is also not pre-decided
in this. Joint funding: This is another model of partnership where organisations get financial
help or funds from the same source. This helps the firms in achieving consistency and
smoothness in running all business operations. Agency working: In this model of partnership, agencies work to provide basic facilities to
all partnershizfirms (Petch, Cook and Miller, 2013). Agencies provide consultancy
facilities and help firms in taking major decisions about business.
 Networking: It is also known as collaborative partnership. Entities share resources, funds,
knowledge and people to achieve mutual aim and goals. Achieving common set of goals
by sharing all resources is the main aim of this type of partnership. Co-ordination and
cooperation is built among all activities of different departments.
Every model has its own strengths and weaknesses. By analysing all this, entrepreneurs
can decide which model they want to choose to run all its commercial activities.
Any model can use agencies included in the given case study. But formal partnership can
help them in achieving better results which increase child’s safety.
2.2 Legislation and organisational practices for partnership working in health and social care
To control and maintain the quality of business operations in health and social care,
various acts have been formed. From all those acts, health and social care act 2012 is defined or
identified is one of the main acts which help in forming and giving shape to all actions. This act
formed various agencies and local bodies which take the responsibility of working of partnership
bodies. These agencies help partnership firms in maintaining the quality of services and
promoting partnership in health and social care industry (Cameron and et.al., 2014). These
groups or agencies audit all partnership firms in terms of their quality and service effectiveness.
Other than this, care standards act 2000 is another act that established many standards to
maintain the quality of services of health and social care. In early stages commission for social
care matainain the quality of partnership firms.
Care standards act combined all enterprises into partnership and formed a care quality
commission which undertakes or evaluates the quality of services in health and social care.
Every partnership entity involved in health and social care has to follow the standards or pass the
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criteria set by quality commission. This helps in providing high quality services to a large
number of customers.
Agencies included in case study can follow all these legislations and standards to
maintain the quality level (Dickinson and Glasby, 2010). By this, they can better protect the
children and increase their safety level.
2.3 Way in which different practices and policies affect collaborative working
When two or more organisations merge to deliver better quality or enhanced services to
their customers, a lot of differences exist between firms in the form of their organisational
structure, model, practices and policies. All these differences can impact or affect the
organisation’s services or actions. Collaboration between enterprises also get affected because of
these differences. All differences of partnership can be understood by the following points: Type of enterprise: This can be a barrier in collaborative working between firms.
Organisation can be public, private or can be third party agency. A lot of differences will
be there in working of public and private company. In health and social care entity, there
will be differences in recording information related with patients. Funding schemes of
two firms can differ from the other one. Software or system used by both entities can also
differ. Due to all these differences, collaboration will be distributed between the two
firms. Skilled workforce: Employees and their talents of both business concerns will be
different from each other. This affect the business actions of partnership engaging in
health and social care business. Knowledge, methods and qualification of employees can
be different. Practices and policies of entities: Differences among policies and practices can also
affect the collaboration at workplace (Perkins and et.al., 2010). It is not necessary that
process by both entities use or follow the same procedure of doing work.
 Different in vision and mission: This is one of the disturbing factors affecting
collaboration between two firms.
Other than this, there are number of factors affecting the working of enterprises in
partnership in HSC sector. Technology used by firms can be different which can create problems
in front of employees of other entity. Customers or target market of one organisation can be
different from others which can affect the efficiency of business operations.
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There are number of factors which put their impact on the collaboration or consistency of
business operations (Lymbery, 2010). All these factors should be should be removed by both
enterprises and mutual methods and process should be set or used by entity to increase
collaboration and effectiveness of various business activities.
TASK 3
3.1 Outcomes of working in partnership for service users, professionals and enterprises
Outcomes of working in partnership can be benefits, strengths and weaknesses or can be
barriers for the service users, professionals or for enterprises involved in this. One of the main
benefits of working in partnership is that helps in increasing efficiency of business operations.
Service users can consume number of services at one place which helps in reducing their time of
travelling and their cost also. Merger of health care centre with mental care house will save the
time of customers. They can consume or get variety of services at one place. Doing operations in
partnership results in achieving the efficiency in different business operations and reduces cost of
services as well. The major advantage is that all costs get divided among two and this makes
organisation able to buy expensive medical tools and equipment to deliver quality services to a
large number of customers. This helps the firm and its employees in earning more benefits.
Standardisation in working methods and processes can be achieved. Collaboration of two firms
will result in the standardisation of methods because both companies have to follow the same
method or process of doing work. This will provide benefits to the service users and many
individuals are involved in the process.
Other than these benefits, there are number of barriers which rise when two or more
enterprises are working together. Effective communication, collaboration and cooperation are
needed among various activities to execute all activities in an impressive manner (Marmot and
et.al., 2012). Another barrier that rise while working in partnership is increasing cost of
management as when number of people or workers arise, it will become difficult for the manager
to handle. Supervision of number of employees is not an easy task. It requires high attention and
proper communication should be there as well. If miscommunication will happen then it will
hamper the quality of services and at the same time, customers would have to face a lot of
inconvenience.
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Proper management of employees is one of the necessary tasks when a merger takes
place between two firms engaging in health and social care industry. As it is mainly a service
based industry so, it becomes essential to maintain the quality of services.
Positive impacts can be increased by using appropriate strategies and negative impacts
can be eliminated. Positive impacts help partnership firms in attain objectives in a better way and
serve customers with high quality services (Rigby and et.al., 2011). Negative impact decreases
the quality of services and increases cost of operation by creating unnecessary delays. So,
enterprise should undertake activities in a way that positive impacts can be increased and
negative impacts can be decreased.
3.2 Barriers of working in partnership in health and social care
When two or more firms start working together, various barriers can be identified which
can decrease the effectiveness of workplace activities. It is important for the manager of both
enterprises to identify these barriers and eliminate the same.. When two firms work together then
one main barrier which can rise is different policies of both entities. When two or more
enterprises start working with each other, there will be difference in policies and practices used
by both the firms which can create barriers or hurdles in effective working. This can create
confusion in the mind of employees regarding process that they have to follow to accomplish the
work. This will create unnecessary delays in taking all important decisions of the enterprise
(Fotaki, 2011). Other than this, other barrier which can discourage the partnership work is
differences in attitudes, values and behaviour of employees. If employees have attitude problem
then they would not like to work with workers of other organisation as they will not like to share
common goal which can create a problem at workplace.
Along with this, there are number of factors which can create or affect the quality of
services from which one is technology used by one firm. It is not necessary that both
organisations use same kind of technology to perform the activities. After the merger what
technology will be used by entities is the major question and change in technology will lead to
provide training to employees about new technology which will give rise to additional cost.
Deciding the ratio of profits between firms and their employees can be a barrier which
can affect the quality of services. For this, it is necessary to pre-decide all terms and conditions
to avoid conflicts in later stages of partnership.
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All these obstacles should be well identified and eliminated by firms to provide or deliver
the enhanced services to their customers and clients. It will help the enterprise in achieving
consistency in all business operations and will reduce cost of activities also. For this, it is
necessary that proper and effective communication should take place among all levels and
departments of partnership firm (Hunter and Perkins, 2012). Communication will give regular
update to employees of both the firms about their duties and tasks they have to perform to
achieve set objectives or targets.
All these barriers should be well addressed by firms involved in this case. This will help
them in increasing the level of child protection.
3.3 Strategies to improve outcomes for partnership
It is essential to eliminate all barriers and for this, effective strategies can be used by the
firms. To improve the results of business activities, following strategies can be used by firms: Standard methods and procedures: Setting standard methods and process is one of the
effective techniques which can be used by firms. This will reduce confusion in the minds
of customers and they will know the process they have to follow. By this, quality can be
maintained and effective results can be produced. This will not give birth to unnecessary
issues at workplace and targets can be achieved with less cost. Effective internal communication: It means that communication among employees of
enterprise should be effective. They all should know about their duties and
responsibilities as well as their process of work. They should have information about how
they have to behave in front of customers. Effective communication among all employees
lead to elimination of confusion and achievement of set targets and goals. Setting goals and targets: Deciding and setting effective targets is one of the methods of
improving outcomes of strategies. This will help in increasing the quality of all processes
and customers will get effective services (Gardiner, Gott and Ingleton, 2012).
Competitive individual targets should be set for every employee to enhance or make
his/her performance better at workplace.
 Training and development: Proper training can be given to employees about new process
and methods used by the enterprise. This will increase the output of employee’s
performance.
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Along with this, number of strategies can be used by firms to increase the effectiveness of
outcomes for their customers (Millar and Hall, 2013). For solving all issues arise when two or
more organisations start working with each other, proper and effective communication should
take place in the enterprise. Communication will help employees to know and understand about
what organisation wants from them and they can give direction to their activities accordingly. In
the given case study, number of partnership enterprises are working and same barriers can arise
at their workplace and for this, it is necessary that all obstacle should be eliminated by these
agencies. This will enhance the quality of their activities and protection of child care will
increase as well.
It is necessary for the partnership firms to get involved in health and social care to use
appropriate strategies to improve outcomes of workplace activities (Marmot and et.al., 2010).
Timely up gradation of strategies should be done to achieve the set targets and capture high
market share. It is basically a service based industry and so, all efforts should be done to enhance
the services delivered to customers. Enhanced level of services increase convince level of
customers..
CONCLUSION
From the above information given in report, it can be concluded that when two or more
firms merge together in health and social care sector to provide services to customers then it
increases the quality of services. Number of philosophies can be used by the partnership firms to
undertake its numerous operations. To increase the effectiveness of business operations in
partnership firms, it is necessary to maintain healthy relations with employees of other
enterprise. Different models and approaches can be used by firms engaging in health and social
care sector. Also, it has been assessed that to maintain the quality of business operations and
satisfy different needs of workers, it is important to follow all legislations and standards set by
the quality commission. When two organisations merge to deliver services to a large number of
customers then it increases convenience level of customers and saves their time and cost.
Effective process and methods should be used by the firms to decrease effect of barriers on firm's
performance.
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REFERENCES
Books and Journals
Cameron, A. and et.al., 2014. Factors that promote and hinder joint and integrated working
between health and social care services: a review of research literature. Health & social
care in the community. 22(3). pp.225-233.
Dickinson, H. and Glasby, J., 2010. ‘Why Partnership Working Doesn't Work’ Pitfalls, problems
and possibilities in English health and social care. Public Management Review. 12(6).
pp.811-828.
Dickinson, H. and O'Flynn, J., 2016. Evaluating outcomes in health and social care. Policy Press.
Fotaki, M., 2011. Towards developing new partnerships in public services: users as consumers,
citizens and/or co‐producers in health and social care in England and Sweden. Public
Administration. 89(3). pp.933-955.
Gardiner, C., Gott, M. and Ingleton, C., 2012. Factors supporting good partnership working
between generalist and specialist palliative care services: a systematic review. Br J Gen
Pract. 62(598). pp.e353-e362.
Glasby, J. and Dickinson, H., 2014. Partnership working in health and social care: what is
integrated care and how can we deliver it?. Policy Press.
Glasby, J., 2017. Understanding health and social care. Policy Press.
Hunter, D. and Perkins, N., 2012. Partnership working in public health: the implications for
governance of a systems approach. Journal of health services research & policy. 7(suppl
2). pp.45-52.
Lowes, L. and Hulatt, I. Eds., 2013. Involving service users in health and social care research.
Routledge.
Lymbery, M., 2010. A new vision for adult social care? Continuities and change in the care of
older people. Critical Social Policy. 30(1). pp.5-26.
Marmot, M. and et.al., 2010. The Marmot review: Fair society, healthy lives. The Strategic
Review of Health Inequalities in England Post-2010.
Marmot, M. and et.al., 2012. WHO European review of social determinants of health and the
health divide. The Lancet. 380(9846). pp.1011-1029.
Millar, R. and Hall, K., 2013. Social return on investment (SROI) and performance
measurement: The opportunities and barriers for social enterprises in health and social
care. Public Management Review. 15(6). pp.923-941.
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Mockford, C. and et.al., 2011. The impact of patient and public involvement on UK NHS health
care: a systematic review. International journal for quality in health care. 24(1). pp.28-
38.
Munn-Giddings, C. and Winter, R., 2013. A handbook for action research in health and social
care. Routledge.
Perkins, N. and et.al., 2010. 'What counts is what works'? New Labour and partnerships in
public health. Policy & Politics. 38(1). pp.101-117.
Petch, A., Cook, A. and Miller, E., 2013. Partnership working and outcomes: do health and social
care partnerships deliver for users and carers?. Health & social care in the community.
21(6). pp.623-633.
Rigby, M. and et.al., 2011. Social care informatics as an essential part of holistic health care: a
call for action. International Journal of Medical Informatics. 80(8). pp.544-554.
Online
Partnership 2017. [Online]. Available through: <http://medical-
dictionary.thefreedictionary.com/partnership+practice>. [Accessed on 21st June 2017].
Developing partnering strategies 2017. [Online]. Available through:
<http://thepartneringinitiative.org/training-and-services/supporting-organisations/
developing-partnering-strategies/>. [ Accessed on 21st June 2017].
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