Critical Analysis of Multiagency Working in Health and Social Care
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This essay critically examines the significance of multiagency working in health and social care, focusing on mental and physical health. It delves into the relationship between research, policy, and practice, highlighting the benefits and challenges of collaborative efforts. The essay analyzes a case study from the "Bradford District Care NHS Foundation Trust" to illustrate the positive impact of reorganization on mental health services, including reduced reliance on out-of-area beds and the launch of initiatives like First Response. It explores the role of various models like Townley's model and activity theory, and discusses the benefits of multiagency working, such as improved communication and resource sharing, as well as the challenges, including competing priorities and adapting to new contexts. The essay also references relevant policy initiatives, such as the NHS Reorganization Act, and emphasizes the importance of collaboration across different agencies to provide seamless and effective services. The analysis emphasizes the need for effective multi-agency collaboration within social and health care practice, addressing issues such as organizational, structural, and individual challenges, to ensure successful partnership working and improve patient outcomes. The essay highlights the role of the "Crisis Care Concordat" partners in developing new systems and the importance of understanding professional responsibilities, common objectives, and information sharing to enhance multiagency working.
Mental and Physical Heath 1
MENTAL AND PHYSICAL HEALTH
By (Name)
Class
Professor
College
City and State
MENTAL AND PHYSICAL HEALTH
By (Name)
Class
Professor
College
City and State
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Mental and Physical Health 2
Introduction
Most of the countries experience fragmentation problems, and lack continuity in service
for mental health people with multiple complex needs (Ådnanes and Steihaug, 2013). This is
irrespective of culture, language, structure, funding, and context. As such, the effectiveness and
efficiency of an inter-agency working has resulted in numerous countries developing more
formal partnerships between local organizations. This tends to share multiple characteristics, for
instance, focusing on particular at-risk groups and their location, delivering quality services,
active involvement of vital care services, and focusing on the multi-disciplinary teamwork on the
ground level. Such integration could influence user-centered care, seamless services, greater
care continuity, improving services that are accessible, and more integrated basic and secondary
care. Unfortunately, the primary concerns may include challenges in social and medical models,
the risk of acute care, and the practical difficulties of working across professional and
organizational boundaries (Ventola, 2014, p.491). Therefore, many partnership arrangements
have been used throughout the country such as Care Trusts, joint appointments, utilizing Health
Act flexibilities, and joint management.
Case Study
This article focuses on the “Bradford District Care NHS Foundation Trust”, which
reveals how a reorganization paid off for mental health sufferers. The need for this redesign was
because of the urgent mental health care in Bradford ended its dependence on out of area beds
that provided crisis care 24/7. Furthermore, the mental health care changed the way partners
worked (NHS England, n.d). Thus, in the fall of 2015, there were no out of location placements
required, which assisted in saving the money needed for investment in local services. As such,
after the reforms were made, the launch of First Response decreased the number of mental health
Introduction
Most of the countries experience fragmentation problems, and lack continuity in service
for mental health people with multiple complex needs (Ådnanes and Steihaug, 2013). This is
irrespective of culture, language, structure, funding, and context. As such, the effectiveness and
efficiency of an inter-agency working has resulted in numerous countries developing more
formal partnerships between local organizations. This tends to share multiple characteristics, for
instance, focusing on particular at-risk groups and their location, delivering quality services,
active involvement of vital care services, and focusing on the multi-disciplinary teamwork on the
ground level. Such integration could influence user-centered care, seamless services, greater
care continuity, improving services that are accessible, and more integrated basic and secondary
care. Unfortunately, the primary concerns may include challenges in social and medical models,
the risk of acute care, and the practical difficulties of working across professional and
organizational boundaries (Ventola, 2014, p.491). Therefore, many partnership arrangements
have been used throughout the country such as Care Trusts, joint appointments, utilizing Health
Act flexibilities, and joint management.
Case Study
This article focuses on the “Bradford District Care NHS Foundation Trust”, which
reveals how a reorganization paid off for mental health sufferers. The need for this redesign was
because of the urgent mental health care in Bradford ended its dependence on out of area beds
that provided crisis care 24/7. Furthermore, the mental health care changed the way partners
worked (NHS England, n.d). Thus, in the fall of 2015, there were no out of location placements
required, which assisted in saving the money needed for investment in local services. As such,
after the reforms were made, the launch of First Response decreased the number of mental health
Mental and Physical Health 3
patients in A&E. Nevertheless, the partnership was made by Mind in Bradford and Sharing
Voices, which helped to ease pressure on A&E; from 514 mental patients (2014) to 430 mental
patients in 2015. Therefore, the benefit of the partnership is that it has assisted in managing the
mental health crisis such that individuals can ring a specific number and get help from a trained
staff who has knowledge regarding their condition. Hence, the new system was established so no
patient gets admitted without having a specific discharge date (NHS England, n.d). The
effectiveness of the partnership was due to the good communication that was demonstrated by
the partners; meeting that were held on a weekly basis that included assess the progression of
each patient.
The Relationship of Research, Policy, and Practice within Social and Health Care
Glasby, Dickinson, and Miller (2011) assert that recently there has been an increase in
recognition of the need to develop connections between various government duties at both
regional and local levels; this is due to the effective and efficient inter-agency working for
individuals who require multiple needs. From the case study, due to the decrease in some area
placements, the money has been saved for investment into the local services because of the
reorganization, which facilitated the launch of First Response in 2015. Hence, a mental health
patient who resides in a house owned by the local authorities may require necessary changes to
make the house his. This may include particular transport needs, having specific social and
health care support, and proper training to access employment opportunities. Therefore, an
individual may need various agencies to work hand in hand, and in a coordinated manner to meet
their needs (Jowett & Spray, 2012).
Additionally, there have been several major policy initiatives due to the need for
coordination of local services. For instance, the NHS Reorganization Act (1973) demanded the
patients in A&E. Nevertheless, the partnership was made by Mind in Bradford and Sharing
Voices, which helped to ease pressure on A&E; from 514 mental patients (2014) to 430 mental
patients in 2015. Therefore, the benefit of the partnership is that it has assisted in managing the
mental health crisis such that individuals can ring a specific number and get help from a trained
staff who has knowledge regarding their condition. Hence, the new system was established so no
patient gets admitted without having a specific discharge date (NHS England, n.d). The
effectiveness of the partnership was due to the good communication that was demonstrated by
the partners; meeting that were held on a weekly basis that included assess the progression of
each patient.
The Relationship of Research, Policy, and Practice within Social and Health Care
Glasby, Dickinson, and Miller (2011) assert that recently there has been an increase in
recognition of the need to develop connections between various government duties at both
regional and local levels; this is due to the effective and efficient inter-agency working for
individuals who require multiple needs. From the case study, due to the decrease in some area
placements, the money has been saved for investment into the local services because of the
reorganization, which facilitated the launch of First Response in 2015. Hence, a mental health
patient who resides in a house owned by the local authorities may require necessary changes to
make the house his. This may include particular transport needs, having specific social and
health care support, and proper training to access employment opportunities. Therefore, an
individual may need various agencies to work hand in hand, and in a coordinated manner to meet
their needs (Jowett & Spray, 2012).
Additionally, there have been several major policy initiatives due to the need for
coordination of local services. For instance, the NHS Reorganization Act (1973) demanded the
Mental and Physical Health 4
local and health authorities work together through the Joint Consultative Committees (Wistow,
2012, p.108). However, these bodies were not sufficient in handling the various needs of the
people, which influenced the need for further reforms. Hence, in 1976, arrangements were made
through creating teams for joint care planning and joint finance program, which would provide
short-term funds needed for social services that are beneficial to health services. In spite of the
growing criticism of joint working mechanisms, formal arrangements remained unchanged until
1990 during the reforms of community care.
According to the case study, First Response was created by Mind in Bradford and
Sharing Voices to minimize the pressure at A&E due to mental health admission. This
partnership began in 2014 focusing on how to deliver 24/7 crisis care. Thus, the reforms of the
policy resulted in the number of patients visiting A&E to decrease from 430 patients (2015) to
514 in 2014. In spite of this, Jan, 52-years-old admits that First Response service has helped in
managing her bipolar condition because she can contact someone that has empathy, and
understands her condition and how she can effectively manage it (NHS England, n.d). These
positive results were due to the redesign that was undertaken in order not to focus on home
treatment solely, and neither dwell so much on the wards, but to ensure effective response of
patients needing urgent care. This was made possible by moving the home treatment team to the
urgent care section. It is crucial to note that the “Crisis Care Concordat” partners utilized the
Initial Response service located in Sunderland as a sample ground. This is because they wanted
to know if there was any needed improvement to suit the needs of the people locally.
Nevertheless, Glasby researched the causes for delayed hospital discharges and
identified several levels of activity, which social and health care agencies ought to address to
create effective partnerships: organizational, structural, and individual Glasby, Dickinson and
local and health authorities work together through the Joint Consultative Committees (Wistow,
2012, p.108). However, these bodies were not sufficient in handling the various needs of the
people, which influenced the need for further reforms. Hence, in 1976, arrangements were made
through creating teams for joint care planning and joint finance program, which would provide
short-term funds needed for social services that are beneficial to health services. In spite of the
growing criticism of joint working mechanisms, formal arrangements remained unchanged until
1990 during the reforms of community care.
According to the case study, First Response was created by Mind in Bradford and
Sharing Voices to minimize the pressure at A&E due to mental health admission. This
partnership began in 2014 focusing on how to deliver 24/7 crisis care. Thus, the reforms of the
policy resulted in the number of patients visiting A&E to decrease from 430 patients (2015) to
514 in 2014. In spite of this, Jan, 52-years-old admits that First Response service has helped in
managing her bipolar condition because she can contact someone that has empathy, and
understands her condition and how she can effectively manage it (NHS England, n.d). These
positive results were due to the redesign that was undertaken in order not to focus on home
treatment solely, and neither dwell so much on the wards, but to ensure effective response of
patients needing urgent care. This was made possible by moving the home treatment team to the
urgent care section. It is crucial to note that the “Crisis Care Concordat” partners utilized the
Initial Response service located in Sunderland as a sample ground. This is because they wanted
to know if there was any needed improvement to suit the needs of the people locally.
Nevertheless, Glasby researched the causes for delayed hospital discharges and
identified several levels of activity, which social and health care agencies ought to address to
create effective partnerships: organizational, structural, and individual Glasby, Dickinson and
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Mental and Physical Health 5
Peck, 2006). It is worth noting that joint working can be encouraged between individual nursing
staff, and local social and health care organizations to address the discharge problem. Moreover,
Glasby states that more actions are needed at the government level to handle some of the
bureaucratic, and administrative challenges to partnership working (Glasby, Dickinson and
Miller, 2011). Therefore, the way people behave is based on the values, policies, and norms of
their organizations that in turn are shaped by structural barriers to MAW at a government level.
Also, these barriers depend on particular types of social and health care organizations that
ultimately utilize people working in organizations. Therefore, any policy developed to achieve a
successful partnership working must operate at all the three activity levels, and at the same time
(Coomber, Bostock, Lart & Cameron, 2014).
MAW Collaboration within Social and Health Care Practice
RAN Centre of Excellence (2018, p.4), state that MAW provides several benefits when
complex problems overpower the capability of agencies to manage it. Thus, MAW allows
relevant agencies and team members to access resources and expertise in agencies that
participate, and emerge when professionals adjust to a transdisciplinary technique on problems.
Also, MAW can be developed through sharing language and collective strategies to risk
formulation and assessment; this results in a consensus on the outcomes and objectives allowed.
Nevertheless, MAW is a known valuable technique in handling complex problems, for instance,
economic regeneration and community safety, and emergency response and preparedness.
Therefore, the policy of MAW mainly acknowledges the interrelated needs of children and
families concerning social and health services such as education, housing, law, and child welfare
(Richford, 2013, p.45).
Peck, 2006). It is worth noting that joint working can be encouraged between individual nursing
staff, and local social and health care organizations to address the discharge problem. Moreover,
Glasby states that more actions are needed at the government level to handle some of the
bureaucratic, and administrative challenges to partnership working (Glasby, Dickinson and
Miller, 2011). Therefore, the way people behave is based on the values, policies, and norms of
their organizations that in turn are shaped by structural barriers to MAW at a government level.
Also, these barriers depend on particular types of social and health care organizations that
ultimately utilize people working in organizations. Therefore, any policy developed to achieve a
successful partnership working must operate at all the three activity levels, and at the same time
(Coomber, Bostock, Lart & Cameron, 2014).
MAW Collaboration within Social and Health Care Practice
RAN Centre of Excellence (2018, p.4), state that MAW provides several benefits when
complex problems overpower the capability of agencies to manage it. Thus, MAW allows
relevant agencies and team members to access resources and expertise in agencies that
participate, and emerge when professionals adjust to a transdisciplinary technique on problems.
Also, MAW can be developed through sharing language and collective strategies to risk
formulation and assessment; this results in a consensus on the outcomes and objectives allowed.
Nevertheless, MAW is a known valuable technique in handling complex problems, for instance,
economic regeneration and community safety, and emergency response and preparedness.
Therefore, the policy of MAW mainly acknowledges the interrelated needs of children and
families concerning social and health services such as education, housing, law, and child welfare
(Richford, 2013, p.45).
Mental and Physical Health 6
Alternatively, MAW reduces the costs and enhances better value for money, which
results from MAW being a natural benefit to the government. This is due to the responsibility of
public service in considering better patient outcomes. Based on the case study, the absence of
area placement led to little expenditure, which helped in saving money that would be invested in
local services (NHS England, n.d). Moreover, the mental health visits at A&E had drastically
decreased. Additionally, active MAW practice may be highlighted by common factors, for
example, understanding professional responsibilities, common objectives, and sufficient
information and communication sharing. According to the case study, the “Crisis Care
Concordat” partners demonstrated knowledge in nursing and effective communication when they
held a meeting aimed at structuring the MAW, based on trust, local authority, and police.
Furthermore, access and sharing funds and resources act as examples of enhanced MAW practice
(Rose, 2007, p.73). Therefore, MAW tends to relay upon projects funding instead of
mainstreaming provision, health practices, and local authority. Unfortunately, multiple
collaborations lack durability, and may not work out in practice or policy. The case study shows
that the “Crisis Care Concordat” partners did not depend for capital from the Bradford City
CCG; they were funded by commissioners who approved plans for the First Response, and
offered 500,000 pounds for staring the program.
Activity Theory
According to Greenhouse (2013, p.404), the perceived barriers to effective MAW are
explored in connection to their potential impacts during the process of engaging service user
change. As such, the actions happen within a MAT, which is analyzed from a systematic
approach of activity theory. Alternatively, the activity theory is obtained from the cultural-
historic paradigm activity. Thus, this approach takes into account the culture and history of the
Alternatively, MAW reduces the costs and enhances better value for money, which
results from MAW being a natural benefit to the government. This is due to the responsibility of
public service in considering better patient outcomes. Based on the case study, the absence of
area placement led to little expenditure, which helped in saving money that would be invested in
local services (NHS England, n.d). Moreover, the mental health visits at A&E had drastically
decreased. Additionally, active MAW practice may be highlighted by common factors, for
example, understanding professional responsibilities, common objectives, and sufficient
information and communication sharing. According to the case study, the “Crisis Care
Concordat” partners demonstrated knowledge in nursing and effective communication when they
held a meeting aimed at structuring the MAW, based on trust, local authority, and police.
Furthermore, access and sharing funds and resources act as examples of enhanced MAW practice
(Rose, 2007, p.73). Therefore, MAW tends to relay upon projects funding instead of
mainstreaming provision, health practices, and local authority. Unfortunately, multiple
collaborations lack durability, and may not work out in practice or policy. The case study shows
that the “Crisis Care Concordat” partners did not depend for capital from the Bradford City
CCG; they were funded by commissioners who approved plans for the First Response, and
offered 500,000 pounds for staring the program.
Activity Theory
According to Greenhouse (2013, p.404), the perceived barriers to effective MAW are
explored in connection to their potential impacts during the process of engaging service user
change. As such, the actions happen within a MAT, which is analyzed from a systematic
approach of activity theory. Alternatively, the activity theory is obtained from the cultural-
historic paradigm activity. Thus, this approach takes into account the culture and history of the
Mental and Physical Health 7
context through using its action tools such as operating within the stipulated location, and
complying with the rules that are directed to tasks throughout the division of labor. It is vital to
note that the first activity theory arose from Vygostky’s revolutionary concept, which mediates
tools that influence simple stimulus-response of the behavior model. Additionally, activity theory
affects a change in agents such that people may develop a better understanding of their
contributions with the specific group. Hence, they develop a vivid sense of collaboration, and
established ideas, which they may have implemented (Stuart, 2011, p.24).
Townleys model
According to the model, there are a number of authors who try to paint a picture
regarding transdisciplinary and integrated working practices, which will bring the most benefit
from the partnership. Thus, multi-agency activity in mental health would require taking the
necessary reforms that would improve the delivery of services on the mental health patients
(Kilbourne, 2018, p.30). In spite of that, the various models focus on either the multiagency
activity extent or the organization of the multiagency structure.
Challenges and Benefits of MAW
Benefits of Collaborative MAW
SlideShare (n.d, p.26) states that the MAW has a significant impact in the daily practice
such as assisting to build a consensus that strengthens the partnership voice, while breaking
down professional boundaries. In spite of this, MAW assists in enhancing the scale of
sustainability and courage when pooled budgets, joint projects, and endeavors are implemented.
Moreover, MAW promotes encouragement, mutual support, and exchange of ideas between the
various service providers (Mind in Bradford and Sharing Voices). This helps the service
context through using its action tools such as operating within the stipulated location, and
complying with the rules that are directed to tasks throughout the division of labor. It is vital to
note that the first activity theory arose from Vygostky’s revolutionary concept, which mediates
tools that influence simple stimulus-response of the behavior model. Additionally, activity theory
affects a change in agents such that people may develop a better understanding of their
contributions with the specific group. Hence, they develop a vivid sense of collaboration, and
established ideas, which they may have implemented (Stuart, 2011, p.24).
Townleys model
According to the model, there are a number of authors who try to paint a picture
regarding transdisciplinary and integrated working practices, which will bring the most benefit
from the partnership. Thus, multi-agency activity in mental health would require taking the
necessary reforms that would improve the delivery of services on the mental health patients
(Kilbourne, 2018, p.30). In spite of that, the various models focus on either the multiagency
activity extent or the organization of the multiagency structure.
Challenges and Benefits of MAW
Benefits of Collaborative MAW
SlideShare (n.d, p.26) states that the MAW has a significant impact in the daily practice
such as assisting to build a consensus that strengthens the partnership voice, while breaking
down professional boundaries. In spite of this, MAW assists in enhancing the scale of
sustainability and courage when pooled budgets, joint projects, and endeavors are implemented.
Moreover, MAW promotes encouragement, mutual support, and exchange of ideas between the
various service providers (Mind in Bradford and Sharing Voices). This helps the service
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Mental and Physical Health 8
providers can help in sharing expertise, resources, and knowledge leading to a more manageable
workload. From the case study, the “Crisis Care Concordat” partners have worked together to
develop a new system with an aim to reduce the number of patients who are admitted without a
particular discharge date. This has led to the patients getting assigned a specific consultant who
may effectively cater for their needs. Alternatively, MAW helps to enhance understanding, and
raise awareness of agencies and issues that may require urgent attendance (NHS England, n.d).
According to the case study, the “System Resilience Group” invested 169,000 pounds in
establishing The Sanctuary where people who are distressed can visit after being referred by First
Response. This will help in providing fast response and emotional support to the patients.
Challenges of MAW
Stuart (2011, p.27), utters that adapting to working in a different and new context may be
difficult, and it may take time to adjust. In spite of that, competing priorities place several
demands and expectations on the local service providers. From the case study, several
investments were made by the commissioners, which they expected to bore fruits even though
competition for the limited resources was high. Furthermore, the management of various
professional, and MAW service cultures such as staff retention and recruitment, pay, working
hours and conditions play a significant role in nursing outcomes (Kabene, Orchard, Howard,
Soriano and Leduc, 2006, p.20).
Conclusion
Integration can influence user-centered care, seamless services, improving services that
are accessible, and more integrated basic and secondary care. Thus, an effective inter-agency
working may result in numerous countries adopting more formal partnerships between local
providers can help in sharing expertise, resources, and knowledge leading to a more manageable
workload. From the case study, the “Crisis Care Concordat” partners have worked together to
develop a new system with an aim to reduce the number of patients who are admitted without a
particular discharge date. This has led to the patients getting assigned a specific consultant who
may effectively cater for their needs. Alternatively, MAW helps to enhance understanding, and
raise awareness of agencies and issues that may require urgent attendance (NHS England, n.d).
According to the case study, the “System Resilience Group” invested 169,000 pounds in
establishing The Sanctuary where people who are distressed can visit after being referred by First
Response. This will help in providing fast response and emotional support to the patients.
Challenges of MAW
Stuart (2011, p.27), utters that adapting to working in a different and new context may be
difficult, and it may take time to adjust. In spite of that, competing priorities place several
demands and expectations on the local service providers. From the case study, several
investments were made by the commissioners, which they expected to bore fruits even though
competition for the limited resources was high. Furthermore, the management of various
professional, and MAW service cultures such as staff retention and recruitment, pay, working
hours and conditions play a significant role in nursing outcomes (Kabene, Orchard, Howard,
Soriano and Leduc, 2006, p.20).
Conclusion
Integration can influence user-centered care, seamless services, improving services that
are accessible, and more integrated basic and secondary care. Thus, an effective inter-agency
working may result in numerous countries adopting more formal partnerships between local
Mental and Physical Health 9
organizations. MAW provides various benefits when complex problems overpower the
capability of agencies to manage it. As such, MAW allows agencies and team members to access
resources and expertise from agencies that participate. Alternatively, activity theory influences a
change in partners such that individuals may develop a better understanding of their
contributions within the specific group. Moreover, First Response was established by Mind in
Bradford and Sharing Voices to ease the pressure at A&E due to mental health admission. As
such, the need for the redesign was because of the urgent mental health care in Bradford, which
ended its dependence on out of area beds that provided crisis care 24/7. Therefore, the benefit of
the partnership is that it has assisted in managing the mental health crisis such that individuals
can ring a specific number and get help from a trained staff who has knowledge regarding their
condition.
organizations. MAW provides various benefits when complex problems overpower the
capability of agencies to manage it. As such, MAW allows agencies and team members to access
resources and expertise from agencies that participate. Alternatively, activity theory influences a
change in partners such that individuals may develop a better understanding of their
contributions within the specific group. Moreover, First Response was established by Mind in
Bradford and Sharing Voices to ease the pressure at A&E due to mental health admission. As
such, the need for the redesign was because of the urgent mental health care in Bradford, which
ended its dependence on out of area beds that provided crisis care 24/7. Therefore, the benefit of
the partnership is that it has assisted in managing the mental health crisis such that individuals
can ring a specific number and get help from a trained staff who has knowledge regarding their
condition.
Mental and Physical Health 10
References
Ådnanes, M. and Steihaug, S 2013. Obstacles to continuity of care in young mental health
service users’ pathways-an explorative study. International journal of integrated care, 13(3).
Coomber, C., Bostock, L., Lart, R. & Cameron, A 2014. Factors that promote and hinder joint
and integrated working between health and social care services: a review of research literature.
Health Soc Care Community. Available from: https://www.ncbi.nlm.nih.gov/pubmed/23750908
(Accessed 23 February 2019).
Glasby, J., Dickinson, H. and Miller, R 2011. Partnership working in England—where we are
now and where we’ve come from. International journal of integrated care, 11(Special 10th
Anniversary Edition).
Glasby, J., Dickinson, H. and Peck, E 2006. Effective partnership working: an international
symposium. University of Birmingham. Available from:
https://s3.amazonaws.com/academia.edu.documents/4086370/summary_mar06.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Ex (Accessed 23 February 2019).
Greenhouse, PM 2013. Activity theory: a framework for understanding multi-agency working
and engaging service users in change. Educational Psychology in Practice. Available from:
https://www.tandfonline.com/doi/abs/10.1080/02667363.2013.853650 (Accessed 23 February
2019).
Jowett, B., & Spray, C 2012. Social work practice with children and families. Sage knowledge.
Available from: http://sk.sagepub.com/books/social-work-practice-with-children-and-families
(Accessed 23 February 2019).
References
Ådnanes, M. and Steihaug, S 2013. Obstacles to continuity of care in young mental health
service users’ pathways-an explorative study. International journal of integrated care, 13(3).
Coomber, C., Bostock, L., Lart, R. & Cameron, A 2014. Factors that promote and hinder joint
and integrated working between health and social care services: a review of research literature.
Health Soc Care Community. Available from: https://www.ncbi.nlm.nih.gov/pubmed/23750908
(Accessed 23 February 2019).
Glasby, J., Dickinson, H. and Miller, R 2011. Partnership working in England—where we are
now and where we’ve come from. International journal of integrated care, 11(Special 10th
Anniversary Edition).
Glasby, J., Dickinson, H. and Peck, E 2006. Effective partnership working: an international
symposium. University of Birmingham. Available from:
https://s3.amazonaws.com/academia.edu.documents/4086370/summary_mar06.pdf?
AWSAccessKeyId=AKIAIWOWYYGZ2Y53UL3A&Ex (Accessed 23 February 2019).
Greenhouse, PM 2013. Activity theory: a framework for understanding multi-agency working
and engaging service users in change. Educational Psychology in Practice. Available from:
https://www.tandfonline.com/doi/abs/10.1080/02667363.2013.853650 (Accessed 23 February
2019).
Jowett, B., & Spray, C 2012. Social work practice with children and families. Sage knowledge.
Available from: http://sk.sagepub.com/books/social-work-practice-with-children-and-families
(Accessed 23 February 2019).
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Mental and Physical Health 11
Kabene, S.M., Orchard, C., Howard, J.M., Soriano, M.A. and Leduc, R 2006. The importance of
human resources management in health care: a global context. Human resources for health, 4(1),
p.20.
Kilbourne, A.M., Beck, K., Spaeth‐Rublee, B., Ramanuj, P., O'Brien, R.W., Tomoyasu, N. and
Pincus, HA 2018. Measuring and improving the quality of mental health care: a global
perspective. World Psychiatry, 17(1), pp.30-38.
NHS England n.d. First Response in Bradford. NHS England. Available from:
https://www.england.nhs.uk/mental-health/case-studies/bradford/ (Accessed 23 February 2019).
RAN Centre of Excellence 2018. Multi-agency working and preventing violent extremism I.
RAN H&SC ISSUE Paper. Available from:
https://ec.europa.eu/home-affairs/sites/homeaffairs/files/what-we-do/networks/
radicalisation_awareness_network/ran-papers/docs/mult (Accessed 23 February 2019).
Richford 2013. Health, education and social care professionals’ perspectives on risk and
resilience in vulnerable young people and an exploration of the usefulness of this approach in
promoting effective multi-agency work. Faculty of Humanities. Available from:
https://www.research.manchester.ac.uk/portal/files/54535641/FULL_TEXT.PDF (Accessed 23
February 2019).
Rose, JR 2007. September. Multi-agency collaboration: a new theoretical model. In Paper
presented at the British Educational Research Association Annual Conference (Vol. 5, p. 8).
Wistow, G 2012. Still a fine mess? Local government and the NHS 1962 to 2012. Journal of
Integrated Care, 20(2), pp.101-114.
Kabene, S.M., Orchard, C., Howard, J.M., Soriano, M.A. and Leduc, R 2006. The importance of
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