Evaluating Partnership Working Models in Health and Social Care

This report provides an analysis of partnership working within the health and social care sector, focusing on models of collaboration, organizational practices, and relevant legislation. It examines the impact of differing working policies on collaborative efforts and explores the outcomes of partnership working for both service users and professionals. The report further identifies potential barriers to effective collaboration in health and social care services, such as structural, financial, and professional obstacles. Strategies for improving partnership working outcomes are discussed, emphasizing the importance of empowering both users and workers to make informed decisions. Real-world examples, like the case of Jacqui with Alzheimer's, illustrate the critical need for coordinated and consistent care approaches. The report concludes by highlighting the benefits of coordinated services, clear communication, and shared policies in achieving organizational goals within the health and social care sector, emphasizing the role of empowered decision-making and user involvement in enhancing service quality.

Working in partnership
in health and social care
(Task 2 &3)

Table of contents
 Introduction
 Models of partnership working across the sector of health and social care
 Reviewing current organization practices and policies and legislation for
partnership
 How differences in working policies and activities impact on
collaborative working
 Outcomes of partnership working for users of services and professionals
organizations
 Potential barriers to collaboration working in health and societal care
services
 Strategies for improving outcomes for partnership working
 References

Introduction
As per the mentioned case study, there is a powerful evidence that engaging
young one and children in service designing would upgrade the quality that
has been being offered services. Here the health and caring services is
mainly aimed to provide to the children and young people living in UK so
that the illness associated with the mental as well as physical aspects can be
reduced at greater extent. This has been observed that the most of expert
child and adolescents mental health services (CAMHS) are measured as best
or outstanding completely by CQC following their recent examination.

Models of partnership working across the sector of health
and social care
As per the survey, it get cleared that around 73 % of inpatient services and 59
% of specialised people services are rated as better. At the same time, 9 %
of specialist services social services and 7 % of generalist inpatient
servicing are shown as outstanding. This states that large number of
children and youngsters who are taking use of specialist CAMHS services
are having a positive occurrence of mental health - care.

Cont..
The model of collaboration in the given sector defines the framework of
venture. There are different models of the partnership in health and
social care which has described as follow :
 Hybrid model
 Coalition model
 Unified model

Reviewing current organization practices and policies and
legislation for partnership
The legislations in the sector of health and social group care comprises of
norms and standards that is being imposed by the legal bodies in order to
safeguard the workers within the corporations that is linked with well –
being and social caring industries. Some of the recent legislations and
policies or practices of the venture for the working in collaboration in
mentioned areas are mentioned below :
 Mental capacity act 2005
 Children's act 1989

How differences in working policies and activities impact on
collaborative working
As per the views of Bowling (2014), corporation – al plan of actions and
practices are giving relevant affects on the associated working like
voluntary, statuary and personal or private institute patterns , procedures of
risk assessment, activities related to employment, etc. Social care act 2012,
a legislation that was imposed by National health services for developing
four main prospects such as Heal and wellness boards and Clinical
commissioning groups.

Outcomes of partnership working for users of services and
professionals organizations
The potential results of this collaborative working for the customers is having
positive as well as negative aspects which is discussed below :
Positive outcomes :
 The nature of the offered services is upgraded in relation to earlier one.
 The making of decisions is advised or informed in context to the skills
of work – forces.
 This also aids in empowering patients and helps them in recovering
them from their present conditions.
 Autonomy is also maintained with the contribution of partnership
working.

The expected outcomes of the partnership approaches for professionals are
mentioned below :
Benefits or positive results :
 Coordination could seen among partners and as they are skilled and
educated know how to maintain good relationship.
 Duties and obligation of every partners are clearly mentioned in this
collaborative framework.
 Effectual and unionised communication happens here.

Conclusion
From the above based report, it can be concluded that there are
numerous of people in this world who are suffering from
various types of diseases. These section of people ned proper
attention and care. In this present report, case of Jacqui has
been described who is facing a disease named as Alzheimer.
In this situation, she is being in a critical condition where in
she is losing her sense of mind or memory.

Potential outcomes of the collaboration working for organisations are
discussed below :
Positive results :
 Offers coordinated services to the professionals who are working in
particular firm.
 Consistent approach helps ventures in achieving all the aims and goals
effectively.
 This works on sharing of the policies and principles.

Potential barriers to collaboration working in health and
societal care services
The different barriers to the partnership working are stated below :
 Structural barriers
 Financial barriers
 Professional barriers