Collaboration in Healthcare: A Critical Analysis

This assignment content comprises a collection of articles and online resources related to health care, social care, and partnership working. The topics covered include cultural safety, diversity, and the user and carer movement in mental health research, as well as interprofessional collaboration, electronic health record functionality, and quality care as ethical care. Additionally, there are discussions on empowerment, patient-centered care, and self-management, as well as the role of health care in population health. The content also includes resources on partnership working, social return on investment, and performance measurement in social enterprises.

Working in partnership in HSC

Table of Contents
INTRODUCTION................................................................................................................................3
TASK 1.................................................................................................................................................3
1.1 Philosophy of working in partnership in health and social
care..................................................................................................................................................3
1.2 Partnership relationships within health and social care
services............................................................................................................................................4
TASK 2.................................................................................................................................................5
2.1 Models of partnership working across the health and social
care sector.......................................................................................................................................5
2.2 Current legislation and organisational practices and policies for
partnership working in health.........................................................................................................6
and social care practice...................................................................................................................6
2.3 Differences in working practices and policies affecting
collaborative working.....................................................................................................................7
TASK 3 ................................................................................................................................................8
3.1 Possible outcomes of partnership working for users of
services, professionals and organisations.......................................................................................8
3.2 Potential barriers to partnership working in health and
social care services..........................................................................................................................9
3.3 Strategies to improve outcomes for partnership working in
health and social care services......................................................................................................10
CONCLUSION...................................................................................................................................11
REFERENCES...................................................................................................................................12

INTRODUCTION
Working in partnership partnerships can be defined as working with other health care
organisations and firms. It is generally preferred because it helps in the development of
independentof independent and supportive partnership partnerships with the service users andusers
and healthcare professionals (Working in Partnership in Health and Social Care, 2015). Patients
now have become more independent at present and they make choices based on the data
information and available for them which has have led to decrease in dependency on staff of
hospital that which existed in health and social care earlier.
This report will focus on working in partnership partnerships in with health and social care
under different topics. This A study will be based on the philosophy of working in partnership
partnerships in health and social care and the effectiveness of working in partnerships in health and
social care. The report will also evaluate different models of work which are can used in partnership
partnerships in health and social care. In addition, the current legislation and organisational policies
firm of in health and social care partnerships will also be discussed. Further, it will also focus on
results of cooperative health care partnership partnerships on service users, service providers and
staff.
TASK 1
1.1 Philosophy of working in partnership in health and social
carecare
There are different philosophies which are related to working in partnership partnerships in
health and social care organization. These are discussed below.
 Philosophy of Empowerment: Philosophy of empowerment can be defined as sharing
power with other members of a group mutually. It helps in increasing the self abilitiesself-
abilities to dealto deal with different problems independently. Empowerment also aids in
developing satisfaction by the results achieved in an effective partner relationship
relationships (Cameron, Lart and Coomber, 2014).
 Philosophy of Independence: It gives the authority to make decisions on an independent
basis. This philosophy is generally beneficial for individuals who are suffering suffer from
mental disorders and physical disabilities (disabilities (Snape, Kirkham and Jacoby, 2014).
 Philosophy of Autonomy: Philosophy of liberty gives the freedom of In order to act upon
on self-interests, experiencing individual freedom and interest. in is defined autonomy.
Personal autonomy is an the ability to change the environment and resources for self-interest

using own judgement (Millar and Hall, 2013).
 Philosophy of Respect: Philosophy of respect means the way of protecting patientspatient’s
essential details about the of the medical and care treatments. So that they are capable of
making their own decisions effectively. It is advantageous for patients who have with
learning difficulties and mental disorders home care seekers (Rajamani, Westra and
Gatewood, 2015).
 Philosophy of Power sharing: In collaborative partnership working, it is necessary to
establishing the establish the joint power because it helps in achieving mutual
understanding between different partners in health and social care (Bircher and Kuruvilla,
2014). It helps in deciding different roles, duties and handling responsibilities assigned to
individuals who are working in partnershipin a relationships.
 Philosophy of Informed choices: It is very necessary that important information is
accessible to all the members who are in partnership. It helps in making decisions in an
informative manner because both proper and improper decisions have severe consequences
on quality of services offered in the hospitalwelfare, health and social care services (Bacon
and Samuel, 2016).
1.2 Partnership relationships within health and social care
services.services. Helping local councils and healthcare organisations provide integrated care: Effective
partnership develops healthy relations relationship with various other health care
agenciesagency. It helps in delivering better quality of services service to different patients
in health and social care.
 Allowing people to choose the right services for themselveswhat services are right for
them: By enacting various strategies of empowerment and authorization, patients can be
given their right to decide and choose what is beneficial for to them (Cameron, Lart and
Coomber, 2014). Good relationships relationship with partners and healthcare professionals
can be a is of great advantage to patients with learning disabilities, psychological issues and
physical impairment.
 Removing barriers to provide integrated care: It is very important for all the healthcare
agencies and partnership firms to overcome potential barriers so that functioning of
organization could not get is not affected in any way. Proper communication between all the
members in a firm helps in developing good relationships with service users and care

providers (providers (Nagington, Walshe and Luker, 2015).
 Co-ordinating individual’speople’s care:Ifcare: If there is an effective coordination
between various partners in a firm and proper communication channel between physicians
and service users, it will be help help in providing better care services to patients. This is
actually generally necessary for old aged age and dementia patients (Valentijn and
Bruijnzeels, 2015).
 Providing better information on individual’s people’s health and care needs: Partnership
relations relationships increases if the transparency between care providers givers and
service users will enhance increases (Krist, Beasley and Peterson, 2014). It is very essential
to share all the information about the health issues with service user's parents and relatives.
It will help them in making decisions in a more effective manner.
 Improving support to the for people moving from one service to another: If proper
coordination and communication between service users and care providers is maintained
increased then it will give a result on positive impact on the service users. Partnership
relations relationships can improve and support patients and healthcare professionals who
are travelling from one place to another by providing them bestthem best healthcare service
(Freshwater, Cahill and Essen, 2014).
TASK 2
2.1 Models of partnership working across the health and social
Caresocial care sSector
Mainly two types of models have been designed for an effective execution and working of
partnership in health and social care incenter in UK (Rajamani, Westra and Gatewood, 2015).
These are discussed below.
1. Practical models: Two sub models have been discussed in practical models which are as follows
 Localized health care strategic partnerships: They are designed with the help of centralof
central health care agencies and organisations which focuses on enhancing the sustainability
of health and socialand social care services service in particular region of UK (Pulvirenti,
McMillan and Lawn, 2014).
 Local health care area agreements: Local area agreements are formed by joining the
federal government with other regional healthcare firms. These agreements are developed to
set long and short term objectives that to be achieved. It can be done through proper
financial support or and by incorporating progressive ways in health care service sectors

(Valentijn and Bruijnzeels, 2015).
2. Theoretical models: These theoretical models are further explained with the help of 4 other sub
models .They are discussed below.
 United model: This model helps in developing a single funding system and aand a unifieds
plan of action which aims at providing quality services service in health and social care
centres. This model has It has various benefits like decreasing the cost due to investments
made in various healthcare sectors (Eggleston and Finkelstein, 2014). It also focuses focus
on integrated work approach which reduces the time of waiting by the patients patient's
waiting to time.
 Integrated Model: Integrated model assist assists the partnership agencies to function in an
independent way. It also governs the coordination of staff members, management and
training programs in providing various health care services. Establishing aan isolated
organisational hierarchy helps partnership the partnerships to work independently in health
and social care centres (Krist, Beasley and Peterson, 2014).
 Alignment Model: This model allow health care organisations to work inwork in a corporal
manner supported by an agreement and to operate. Under alignment model partnership
partnerships of health and social care functions collectively for a communal purpose (Glasby
and Dickinson, 2014). Health care organisations are operated independently and individually
while having business associations with different communitydifferent communities’ of
healthcare firms.
 Inter-crossed Model: In this model the partnership is directed according to a certain plan of
actions designed by healthcare service sectors. It is a method which includes collection of all
the above mentioned models (models (Cameron, Lart and Coomber, 2014).
2.2 Current legislation and organisational practices and policies for
partnership working in health and social care practice.
and social care practice.
1. Current legislation: It consist of legislations which have an impact upon the functioning in
healinth health and social care. It includes care and protection of children, young and adultsadult,
equality, disability, diversity and mental and physical health etcetc. (Hudson, 2012). Different Acts
have been regulated which are discussed below.
 The Health and Social Care Act 2012: The main purpose for enacting this act was to

increase increasing responsibilities, improving quality of care provided by healthcare
professionals , promoting effective and efficient services service to patients such mentally
disabled patients cardiac and other unhealthy individual (Freshwater, Cahill and Essen,
2014).
 Care Quality Commission Regulation 2009: This act directs all the care service providers
in UK to provide give high quality, secure and , effective care to patients in health and
social care units.
 Care Standards Act 2000: The Care Standard Act 2000 includes rules and regulation related
to on medicalon medical care administration, code of conduct and functioning of
autonomous healthcare firms, agencies and , establishments etcetc. (Cox and Simpson,
2015).
 Children Act 2004: Children Act gives the authority to all the local
authoritiesestablishments to work together with other local partners in health and social care
centres to provide efficient care services to infants and children (Nagington, Walshe and
Luker, 2015).
2. Organisational practices: This consist of practices which are immediate and significant for
proper functioning of healthcare organization (Cox and Simpson, 2015). It includes common
strategies of legal agreement, self-imposed and private working practices, localized, domestic,
regional polices, work planningwork planning. Various organizational policies and practices are
discussed below.
 Several legal documents including framework of best practice in health and social care are
furnished by government of UK, health agencies and special agencies (Legal duties and
obligations around health and safety policies, 2015).
 It contains procedures and schemes that are specifically enforced in organisations such as
risk assessment and management in healthin health and social care (care (Rajamani, Westra
and Gatewood, 2015).
 It include agreements based on different work strategies formulated to provide health and
social care service effectively. For example: Adult safe-conduct boards, psychic health
teams, juvenile offending teams.
2.3 Differences in working practices and policies affecting collaborative working
Many acts have been implemented in health and social care centre service in UK. The
execution of different policies can produce both positive and negative consequences within the
health care unit. In collaborative working in health care services, In health and social care

partnership working, firms that are joined can have different structural andstructural and fiscal
policies which can create different issues (Rajamani, Westra and Gatewood, 2015). It can be
confusion between physicians and staff regarding their working practices, accountability and
responsibility in certain conditions. These confusions lead to develop poor results for care takers
and patients.
 Organizational aims and objectives: Understanding the primary goals and purposes of
healthcare partnership is the basic necessity fornecessity for effective working of a
partnership. Otherwise it will bewill be very difficult to accomplish the set goals at
functional level successfully if issue arises due to understanding the objectives and aims of
combined working (Nagington, Walshe and Luker, 2015).
 Role and responsibilities: Healthcare professionals often deal with many negative
consequences due to the lack of understanding on particular roles and responsibilities,
policies and procedures of doing new work (Hudson, 2012).
 Organisation structural differences: Though all the healthcare organisations have their own
long and short term goals, it is very necessary to establish a joint strategic direction for
workingfor working in collaborations. Asset allocations has to be done distinctly and fairly
to ensure better service is provides to service users (Cox and Simpson, 2015).
 Communications: Proper communication between service user and providers should be
established so that it helps in removing unnecessary gapsunnecessary gaps and delays in
health care treatments and care (care (Rajamani, Westra and Gatewood, 2015).
 Cultural differences: Collaborative working tends to bring all the professionals related to
different ethnic backgrounds, beliefs and values together so that barriersthat barriers can be
avoided in collective working.
TASK 3
3.1 Possible outcomes of partnership working for users of services, professionals and organisations.
1. Outcomes of service user
 Sometimes patients are not empowered to make decisions on their own regarding various
health issues. It is due to violation of rules and regulations by service users in many ways. It
further have an impact on ability of making various decisions (Glasby and Dickinson, 2014).
 It is generally noticed that healthcare professionals do not monitor the health conditions of
patients with learning disability mental health problems. It leads to development of negative
impact on minds of such patients (Hudson, 2012).

 Due to negligence and improperand improper care many service user suffer from
psychological and physical abuse forabuse for a long time which finally results in death.
2. Outcomes of professionals
 The professionals sometimes fail to fulfil their responsibilities and duties which is required
to be completed in given set of time. This results in declining the quality of health and social
care servicesservice.
 Many physicians and staff members delay in taking actions which are required to prevent
different types of and stop abuses which that are faced by service users. It is very necessary for every healthcare professional to be aware of various responsibilities
assigned to them so that quality is not decreased (Nagington, Walshe and Luker, 2015).
3. Organisational outcomes
 Some agencies do not follow up attention and care which is considered very necessary in
patients with mental health problems (Cox and Simpson, 2015).
 Due to the involvementthe involvement of different partners in a collaborative working all
the necessary information is not shared between all the partners due to lack of proper
communication.
 All the agencies which are members of a partnership firm do not distribute theretheir roles
and duties equally (equally (Rajamani, Westra and Gatewood, 2015).
 Organization should provide libertyprovide liberty to all the professionals to make
decisions which is required to achieve theretheir assigned objectives through providing best
quality service to patients.
3.2 Potential barriers to partnership working in health and social care services
Partners who work jointly in health and social care sector often face certain difficulties due
to difference in the ways of working (Freshwater, Cahill and Essen, 2014).Misconception arises due
to the lack of commitment by the partnership partnerships agencies which leads to develop barriers
or constraints. Various potential barriers to partnership working in health and social care services
have been discussed below.
social care services have been discussed below.
 If a healthcare firm do not Not having a have definite specified boundary for partnership
and its responsibilities then it can create potential difficulties in partnership working
(Hudson, 2012).
 It is very necessary to maintain a transparency between all the partners in a partnership firm.

If a joint organization lacks proper communication between its members then the clarity,
necessary information will not be conveyed to all the members in a firm. This is important
to accomplish plans and goals designed by healthcare agencies (Cameron, Lart and
Coomber, 2014).
 Lack of time management by partners can lead to dissolve the partnership at a very early
stage.
 During the initial period of organizing a partnership time commitment is low because
itbecause it requires certain time to manage different routine work besides the apart from
maintaining a partnership (Glasby and Dickinson, 2014). In improving and enhancing
outcomes of an organization it is necessary for every individual to be creative, flexible and
capable to provide best quality of care to service users.
 Conflicts and arguments related to different policies and philosophies should be resolved
easily . easily. Major conflicts can lead to have a negative impact on the working of
partnership . Partnership (Nagington, Walshe and Luker, 2015).
 Unwillingness in sharing data and information with other health care partnership agencies
can lead to conflicts between different partners. It is essential to share information and data
with other agencies so that objectives can be met are met effectively(effectively (Nagington,
Walshe and Luker, 2015).
 Lack of training among care providers partnerships in managing health care issues can be
one of the major potential barrier which will reduce the quality of healthcare servicesservice.
 Competent training to all the healthcare professionals and staff members working in an
organization is necessary so that they can give effective services for giving effective service
to patients the (patients (Rajamani, Westra and Gatewood, 2015).
 Defining a clear direction is very significant for proper and leadership and managing
partnership.
3.3 Strategies to improve outcomes for partnership working in health and social care services
1. Strategy of empowerment
 This strategy can empower patients in making their own decisions which can be beneficial
to their health status.
 All the agencies should decide with mutual consent of patients speciallyespecially in the
case of psychic patientspsychic patients (Cox and Simpson, 2015).

2. Strategy of shared responsibility
 According to this strategy ,strategy, physicians should identify all the risk related to the
patients. It is also very important to clearly share all the information with individuals to
work in partnership partnerships effectively (Freshwater, Cahill and Essen, 2014).
 Necessary information should be exchanged between children and adult services
 For effective planning, monitoring and exchange of information among different partners, it
is very important to have a strict and proper management and some leadership qualities.
Strategy for shared risk assessment plan
 Formulation and sharing of risk assessment plans between health care professionals
professional and service users user is very important because it helps in preventing any
hazard or abuse at the workplace an early stage (Glasby and Dickinson, 2014).
 4.Strategy4. Strategy for increase awareness and training
 Increasing awareness and training should be carried out on regular basis as it assist in
preparing a strategic plan for effective partnership working in health and social care
(Hudson, 2012).
 5.Strategy5. Strategy for having common information system
 There should be a mutual plan of action developed by partnership firm which can help in
analysing and collecting information that which can further help in preventing health care
problems (problems (Rajamani, Westra and Gatewood, 2015).
 6.Strategy6. Strategy to have a common purpose
 Involvement of all the members of an organization is necessary to deal with responsibilities
and outcomes of health and social care agencies (Nagington, Walshe and Luker, 2015).
CONCLUSION
The above report included various philosophies which are required to work in partnership
partnerships in health and social care. Possible outcomes can be achieved by through establishing
good partnership relations workings in health and social care. Four different models such as united,
integrated, alignment andalignment and inter-crossed model were discussed. Various legislations,
organisational policies and impact upon health and social care centres partnerships were also
included in the above report. . It was observed that sometimes problems may come arise as a result
of enacting several operative policies among the respective agencies in health care collaborative
working. The consequences of collaborative health care partnership partnerships can be studied at

three different levels mainly service users, service providers and the staff of health care centres. The
report also explored many potential obstructions to collaborative working in health and social care
which could prevent the growth and development of health care services service and hence,
effective action plan plan of action should be incorporated to intensify the outcomes of working in
partnership in HSChealth and social care.

REFERENCES
Books and Journals
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915.
Bircher, J. and Kuruvilla, S., 2014. Defining health by addressing individual, social, and
environmental determinants: New opportunities for health care and public health. Journal of
public health policy. 35(3). pp.363-386.
Cameron, A., Lart, R. and Coomber, C., 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.
Cox, L.G. and Simpson, A., 2015. Cultural safety, diversity and the servicer user and carer
movement in mental health research. Nursing inquiry. 22(4). pp.306-316.
Eggleston, E.M. and Finkelstein, J.A., 2014. Finding the role of health care in population health.
JAMA. 311(8). pp.797-798.
Freshwater, D., Cahill, J. and Essen, C., 2014. Discourses of collaborative failure: identity, role and
discourse in an interdisciplinary world. Nursing inquiry. 21(1). pp.59-68.
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.
Hudson, B., 2012. “Interprofessionality in health and social care: the Achilles’heel of partnership?,
Journal of Inter professional care. Journal of Integrated Care. 12(7). pp.7-17
Krist, A.H., Beasley, J.W. and Peterson, K.A., 2014. Electronic health record functionality needed to
better support primary care. Journal of the American Medical Informatics Association. 21(5).
pp.764-771.
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.
Nagington, M., Walshe, C. and Luker, K.A., 2015. Quality care as ethical care: a poststructural
analysis of palliative and supportive district nursing care. Nursing inquiry. 34(17). pp. 460-
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Pulvirenti, M., McMillan, J. and Lawn, S., 2014. Empowerment, patient centred care and self‐
management. Health Expectations. 17(3). pp.303-310.
Rajamani, S., Westra, B.L. and Gatewood, L.C., 2015. Partnership to promote interprofessional
education and practice for population and public health informatics: A case study. Journal of
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Snape, D., Kirkham, J. and Jacoby, A., 2014. Exploring areas of consensus and conflict around
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Online

Working in Partnership in Health and Social Care. 2015. [Online] Available through:
<http://essayandreportwriting.com/academics/report-writing-samples/working-in-
partnership-in-health-and-social-care/>. [Accessed on 11th February 2016].
Legal duties and obligations around health and safety policies. 2015. [Online] Available through:
<http://www.healthyworkinglives.com/advice/Legislation-and-policy/Workplace-Health-and-
Safety/health-safety-policy>. [Accessed on 11th February 2016].