Partnership Working in Health and Social Care: Analysis Report
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This report provides a comprehensive analysis of partnership working within the health and social care sector. It begins by explaining the philosophy behind partnership, emphasizing empowerment, independence, respect, informed choices, and autonomy, referencing the Francis Report on the NHS Foundation Trust. The report evaluates partnership relationships among professionals, service users, and organizations, highlighting the importance of communication and trust. It then analyzes different models of partnership working, including networking, referral systems, consortium, and multi-agency models, and discusses relevant legislation like the Mental Capacity Act 2005. Further, the report examines the potential outcomes and barriers to partnership working, such as poor communication and lack of resources, and suggests strategies for improvement. The overall aim is to enhance the understanding and effectiveness of partnership working to improve service quality and patient well-being within health and social care.
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CONTENTS
INTRODUCTION.............................................................................................................................. 2
LO 1................................................................................................................................................ 3
1.1 EXPLAIN THE PHILOSOPHY OF WORKING IN PARTNERSHIP IN HEALTH AND SOCIAL CARE. 3
1.2 EVALUATE PARTNERSHIP RELATIONSHIPS WITHIN HEALTH AND SOCIAL CARE SERVICES...6
LO 2................................................................................................................................................ 8
2.1 ANALYSE THE MODELS OF PARTNERSHIP WORKING ACROSS THE HEALTH AND SOCIAL
CARE SECTOR............................................................................................................................. 8
2.2 CURRENT LEGISLATION AND ORGANISATIONAL PRACTICES AND POLICIES FOR
PARTNERSHIP WORKING IN HEALTH AND SOCIAL CARE..........................................................10
2.3 DIFFERENCES IN THE WORKING PRACTICES AND POLICIES AFFECT COLLABORATIVE
WORKING................................................................................................................................. 12
LO 3.............................................................................................................................................. 14
3.1 POSSIBLE OUTCOMES OF PARTNERSHIP WORKING FOR USERS OF SERVICES,
PROFESSIONALS AND ORGANIZATIONS................................................................................... 14
3.2 POTENTIAL BARRIERS TO PARTNERSHIP WORKING IN HEALTH AND SOCIAL CARE SERVICES
................................................................................................................................................. 17
3.3 STRATEGIES TO IMPROVE OUTCOMES FOR PARTNERSHIP WORKING IN HEALTH AND
SOCIAL CARE SERVICES............................................................................................................ 19
CONCLUSION............................................................................................................................... 21
REFERENCES................................................................................................................................. 22
1
INTRODUCTION.............................................................................................................................. 2
LO 1................................................................................................................................................ 3
1.1 EXPLAIN THE PHILOSOPHY OF WORKING IN PARTNERSHIP IN HEALTH AND SOCIAL CARE. 3
1.2 EVALUATE PARTNERSHIP RELATIONSHIPS WITHIN HEALTH AND SOCIAL CARE SERVICES...6
LO 2................................................................................................................................................ 8
2.1 ANALYSE THE MODELS OF PARTNERSHIP WORKING ACROSS THE HEALTH AND SOCIAL
CARE SECTOR............................................................................................................................. 8
2.2 CURRENT LEGISLATION AND ORGANISATIONAL PRACTICES AND POLICIES FOR
PARTNERSHIP WORKING IN HEALTH AND SOCIAL CARE..........................................................10
2.3 DIFFERENCES IN THE WORKING PRACTICES AND POLICIES AFFECT COLLABORATIVE
WORKING................................................................................................................................. 12
LO 3.............................................................................................................................................. 14
3.1 POSSIBLE OUTCOMES OF PARTNERSHIP WORKING FOR USERS OF SERVICES,
PROFESSIONALS AND ORGANIZATIONS................................................................................... 14
3.2 POTENTIAL BARRIERS TO PARTNERSHIP WORKING IN HEALTH AND SOCIAL CARE SERVICES
................................................................................................................................................. 17
3.3 STRATEGIES TO IMPROVE OUTCOMES FOR PARTNERSHIP WORKING IN HEALTH AND
SOCIAL CARE SERVICES............................................................................................................ 19
CONCLUSION............................................................................................................................... 21
REFERENCES................................................................................................................................. 22
1
LIST OF FIGURES
Figure 1: Philosophies of Working in Partnership..........................................................................4
Figure 2: Models of Partnership Working......................................................................................9
2
Figure 1: Philosophies of Working in Partnership..........................................................................4
Figure 2: Models of Partnership Working......................................................................................9
2
INTRODUCTION
Health and Social Care is that area in the society whose foremost goal is to ensure the wellbeing
of their patients by implementing ethical and philosophical means. Here, each individual is
skilled in a specific area and every profession relies on each other in order to provide
satisfactory and healthy services to service users. This sector involves foundation trusts,
professional sector, monitoring organizations and much more. collaborative work by following
specific policies and common ethical standards ensures that effective services are provided to
patients. Each department in this sector is specialised in individual fields, all linked to achieving
the common objective, i.e. well-being of patients, thus, the partnership is a crucial aspect of the
health and social care (Aveyard, 2014).
As a carer for Bluebird care, the following assignment will help in getting a better
understanding regarding the importance of working positively in partnership with others in the
HSC (CQC, 2013). In context with the Francis Report on NHS foundation trust, the following
assignment is categorised into three sections. Initially, partnerships with users of services that
empower individuals are examined. Later, a partnership between different professionals within
HSC is considered along with exploring interagency working. Lastly, the organizational
partnership is investigated along with examining different ways of joint working at a strategic
level (Francis, 2013).
3
Health and Social Care is that area in the society whose foremost goal is to ensure the wellbeing
of their patients by implementing ethical and philosophical means. Here, each individual is
skilled in a specific area and every profession relies on each other in order to provide
satisfactory and healthy services to service users. This sector involves foundation trusts,
professional sector, monitoring organizations and much more. collaborative work by following
specific policies and common ethical standards ensures that effective services are provided to
patients. Each department in this sector is specialised in individual fields, all linked to achieving
the common objective, i.e. well-being of patients, thus, the partnership is a crucial aspect of the
health and social care (Aveyard, 2014).
As a carer for Bluebird care, the following assignment will help in getting a better
understanding regarding the importance of working positively in partnership with others in the
HSC (CQC, 2013). In context with the Francis Report on NHS foundation trust, the following
assignment is categorised into three sections. Initially, partnerships with users of services that
empower individuals are examined. Later, a partnership between different professionals within
HSC is considered along with exploring interagency working. Lastly, the organizational
partnership is investigated along with examining different ways of joint working at a strategic
level (Francis, 2013).
3
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LO 1
1.1 EXPLAIN THE PHILOSOPHY OF WORKING IN PARTNERSHIP IN HEALTH
AND SOCIAL CARE
The partnership between the health and social care refers to working jointly with ethics for the
welfare of patients and creating a positive environment for them. HSC is bounded with several
philosophies that have to be followed by each department and individuals for bringing care,
skills, accountability etc. in sight. Philosophy, on another hand, is considered is the
subconscious of an individual to perform their task on the ethical note (Aveyard, 2014). With
respect to the Francis Report on the failings in the Mid Staffordshire NHS Foundation Trust,
following philosophies can be used in order to improve the situation of the trust.
Figure 1: Philosophies of Working in Partnership
[Source: Author]
EMPOWERMENT
4
PHILOSOPHIES
EMPOWE
RMENT
INDEPEN
DENCE
RESPECT
INFORME
D
CHOICES
AUTONO
MY
1.1 EXPLAIN THE PHILOSOPHY OF WORKING IN PARTNERSHIP IN HEALTH
AND SOCIAL CARE
The partnership between the health and social care refers to working jointly with ethics for the
welfare of patients and creating a positive environment for them. HSC is bounded with several
philosophies that have to be followed by each department and individuals for bringing care,
skills, accountability etc. in sight. Philosophy, on another hand, is considered is the
subconscious of an individual to perform their task on the ethical note (Aveyard, 2014). With
respect to the Francis Report on the failings in the Mid Staffordshire NHS Foundation Trust,
following philosophies can be used in order to improve the situation of the trust.
Figure 1: Philosophies of Working in Partnership
[Source: Author]
EMPOWERMENT
4
PHILOSOPHIES
EMPOWE
RMENT
INDEPEN
DENCE
RESPECT
INFORME
D
CHOICES
AUTONO
MY
It refers to providing enough authority to individuals linked with HSC to make necessary
decisions at the time of need. Since, professionals are required to make a decision on a regular
basis to maintain the standards of the department, providing them authority will empower
them to make responsible decisions. In the case study, it was mentioned by Francis that the
carers in the NHS foundations are trained and helpful, yet lack of authority acted as a barrier for
them in maintaining proper standards (Glasby, and Dickinson, 2014).
INDEPENDENCE
It includes that every party in the HSC has the freedom to make their own decisions related to
their growth and management. However, this independence must be followed by ethical
practices, as in terms with the Francis Report, an independent investigation, and audit of
different trusts like NHS Foundation Trust is required to supervise the quality services provided
to patients (Francis, 2013).
RESPECT
It is an essential aspect that has to be considered by both, service users and providers in order
to endure better quality service is provided in the foundations. As mentioned in the Francis
report, fundamental rights to dignity were not respected in the NHS foundation. There were
incidents when they had to relieve themselves in their beds when no help was offered to get to
the bathrooms. Respecting work and patients helps the foundation to effectively operate for
the betterment of the service users. Ignoring it n the other hand lead towards the degraded
service quality and suffering to the patients that were seen the NHS foundation trust (Francis,
2013).
INFORMED CHOICES
It is required in the HSC to share necessary information with patients and family members in
order to maintain transparency in the system. As per recommendation in the Francis report,
there must be a culture in the foundations to inform regarding the improper service quality
given to patients; even patients must be informed about the improper treatment, such
5
decisions at the time of need. Since, professionals are required to make a decision on a regular
basis to maintain the standards of the department, providing them authority will empower
them to make responsible decisions. In the case study, it was mentioned by Francis that the
carers in the NHS foundations are trained and helpful, yet lack of authority acted as a barrier for
them in maintaining proper standards (Glasby, and Dickinson, 2014).
INDEPENDENCE
It includes that every party in the HSC has the freedom to make their own decisions related to
their growth and management. However, this independence must be followed by ethical
practices, as in terms with the Francis Report, an independent investigation, and audit of
different trusts like NHS Foundation Trust is required to supervise the quality services provided
to patients (Francis, 2013).
RESPECT
It is an essential aspect that has to be considered by both, service users and providers in order
to endure better quality service is provided in the foundations. As mentioned in the Francis
report, fundamental rights to dignity were not respected in the NHS foundation. There were
incidents when they had to relieve themselves in their beds when no help was offered to get to
the bathrooms. Respecting work and patients helps the foundation to effectively operate for
the betterment of the service users. Ignoring it n the other hand lead towards the degraded
service quality and suffering to the patients that were seen the NHS foundation trust (Francis,
2013).
INFORMED CHOICES
It is required in the HSC to share necessary information with patients and family members in
order to maintain transparency in the system. As per recommendation in the Francis report,
there must be a culture in the foundations to inform regarding the improper service quality
given to patients; even patients must be informed about the improper treatment, such
5
information sharing ensures that work is taken seriously in the foundation (Glasby, and
Dickinson, 2014).
AUTONOMY
It includes that each department in the HSC should operate independently for the welfare of
patients and ensures the proper flow of information. Rather than focusing on the positive
aspect. As stated in the Francis report, different organizations like Strategic Health Authority
failed to perform their duty independently; an event the Department of Health failed to inform
ministers regarding the patient safety and poor care when the trust’s application for
Foundation Trust status was supported (Glasby, and Dickinson, 2014).
Aforementioned philosophies ensure that effective measures are taken by the organizations in
the HSC to ensure patient safety.
6
Dickinson, 2014).
AUTONOMY
It includes that each department in the HSC should operate independently for the welfare of
patients and ensures the proper flow of information. Rather than focusing on the positive
aspect. As stated in the Francis report, different organizations like Strategic Health Authority
failed to perform their duty independently; an event the Department of Health failed to inform
ministers regarding the patient safety and poor care when the trust’s application for
Foundation Trust status was supported (Glasby, and Dickinson, 2014).
Aforementioned philosophies ensure that effective measures are taken by the organizations in
the HSC to ensure patient safety.
6
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1.2 EVALUATE PARTNERSHIP RELATIONSHIPS WITHIN HEALTH AND SOCIAL
CARE SERVICES
the partnership relationships within the health and social care services must be strong In order
to ensure smooth less and effective process of providing services to patients. In the HSC, each
department and organizations are interdependent for instance, to provide proper medicines, a
professional relies on the caretakers, for proper ward cleaning foundations relies on the
cleaning staffs and much more. Thus, for providing health services and ensuring each
department is working while considering ethical standards it is required that relations of the
partnerships within professionals, service users and organizations should be maintained. The
internal and external practices done in a foundation like NHS is highly dependent on the
cooperation of different departments and individuals related to HSC.
There were major issues regarding the partnership of different departments and foundation
that lead to improper and unethical services. In the HSC, it is essential for the administration of
each department to ensure that their tasks are operated properly, and while maintaining
relationships, patient’s requirements are given the highest consideration. as mentioned in the
Francis report, the culture of not communicating information within responsible departments
showed partnership failure within the HSC. Organizations like healthcare professional
regulators, training and professional representative organizations and strategic health authority
failed to uncover the unprofessionalism that was conducted in the NHS foundation. This
incident depicts that the relationship within these organizations was lacking communication
and empowerment that is necessary for any partnership in the HSC. The basic philosophies of
partnerships were ignored by the organizations (Care Quality Commission, 2012).
The relationship between service users and HSC departments were lacking trust and
responsibilities. In HSC, there is a partnership between the service users and organizations that
are required to take care of patients. This relationship is built on trust, care, and respect that
ensure that apart from physical care, organizations are also providing mental care to their
patients (Umberson and Karas Montez, 2010). In addition, to ensure this, a proper feedback
and complaint system is required in an organization that ensure that each activity is patient-
7
CARE SERVICES
the partnership relationships within the health and social care services must be strong In order
to ensure smooth less and effective process of providing services to patients. In the HSC, each
department and organizations are interdependent for instance, to provide proper medicines, a
professional relies on the caretakers, for proper ward cleaning foundations relies on the
cleaning staffs and much more. Thus, for providing health services and ensuring each
department is working while considering ethical standards it is required that relations of the
partnerships within professionals, service users and organizations should be maintained. The
internal and external practices done in a foundation like NHS is highly dependent on the
cooperation of different departments and individuals related to HSC.
There were major issues regarding the partnership of different departments and foundation
that lead to improper and unethical services. In the HSC, it is essential for the administration of
each department to ensure that their tasks are operated properly, and while maintaining
relationships, patient’s requirements are given the highest consideration. as mentioned in the
Francis report, the culture of not communicating information within responsible departments
showed partnership failure within the HSC. Organizations like healthcare professional
regulators, training and professional representative organizations and strategic health authority
failed to uncover the unprofessionalism that was conducted in the NHS foundation. This
incident depicts that the relationship within these organizations was lacking communication
and empowerment that is necessary for any partnership in the HSC. The basic philosophies of
partnerships were ignored by the organizations (Care Quality Commission, 2012).
The relationship between service users and HSC departments were lacking trust and
responsibilities. In HSC, there is a partnership between the service users and organizations that
are required to take care of patients. This relationship is built on trust, care, and respect that
ensure that apart from physical care, organizations are also providing mental care to their
patients (Umberson and Karas Montez, 2010). In addition, to ensure this, a proper feedback
and complaint system is required in an organization that ensure that each activity is patient-
7
centric. This was missing in the case of NHS foundation trust; since it was mentioned in the
Francis report that their complaints and suggestions were not taken seriously by the
departments (Francis, 2013).
8
Francis report that their complaints and suggestions were not taken seriously by the
departments (Francis, 2013).
8
LO 2
2.1 ANALYSE THE MODELS OF PARTNERSHIP WORKING ACROSS THE HEALTH
AND SOCIAL CARE SECTOR
Partnership within different organizations in the HSC can be based on different policies that
define the model of partnership used by them. based on the situations and types of service and
information exchange that is taken place within the departments, these models can be
classified into four sections (Sheehy, 2017). Being a large foundation, the NHS foundation trust
uses parts of these models in order to maintain high efficiency in terms of networking. These
models of partnership working are:
Figure 2: Models of Partnership Working
[Source: Author]
9
MODELS OF PARTNERSHIP
WORKING
NETWORKI
NG MODEL
REFERRAL
SYSTEMS
MODEL
CONSORTI
UM
MODEL
MULTI-
AGENCY
WORKING
MODEL
2.1 ANALYSE THE MODELS OF PARTNERSHIP WORKING ACROSS THE HEALTH
AND SOCIAL CARE SECTOR
Partnership within different organizations in the HSC can be based on different policies that
define the model of partnership used by them. based on the situations and types of service and
information exchange that is taken place within the departments, these models can be
classified into four sections (Sheehy, 2017). Being a large foundation, the NHS foundation trust
uses parts of these models in order to maintain high efficiency in terms of networking. These
models of partnership working are:
Figure 2: Models of Partnership Working
[Source: Author]
9
MODELS OF PARTNERSHIP
WORKING
NETWORKI
NG MODEL
REFERRAL
SYSTEMS
MODEL
CONSORTI
UM
MODEL
MULTI-
AGENCY
WORKING
MODEL
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NETWORKING MODEL
This is the simplest model that is used by different organizations under the NHS foundation
trust where they cooperate with each other in terms of generating funds, delivering services to
clients and much more without any form of formal commitment. This is beneficial since the
sharing of resources takes place; however, demerit is that there is no form of commitment
between departments (Sheehy, 2017). As a carer at Bluebird care, this type of models are often
used to share services with other care groups within southern NHS foundation trust
REFERRAL SYSTEMS MODEL
It involves inter-organizational referrals, which helps the clients in getting the best services
from well-known organizations. Clients are referred to respected organizations if the services
are not available in that department. As mentioned in the Francis Report, clients used to suffer
from various issues, which may have been solved if they were referred to respected different
organizations. For instance, patients who were unable to eat on their own should have been
transferred to Bluebird care which is known for such services (CQC, 2013). The demerit
associated with this is, organizations improper flow of information and opaqueness within two
can raise the issue for patients.
CONSORTIUM MODEL
In such partnership within the organisation, there is a legal contract between two in terms of
sharing either resources or capital. Mostly, the purpose of this model is to get financial benefit
in biding or other such opportunities. The benefit that cares services like Bluebird gets is that
they can obtain many costly resources combined (Sheehy, 2017); however, the demerit is that
the contract must be rigid and both parties must follow ethical standards.
MULTI-AGENCY WORKING MODEL
Partnership in which different organizations shares expertise and resources with each other to
improve their service quality and enhance their experience using such a model. There is a
partnership agreement between two parties; however, a level of trust is required to work
10
This is the simplest model that is used by different organizations under the NHS foundation
trust where they cooperate with each other in terms of generating funds, delivering services to
clients and much more without any form of formal commitment. This is beneficial since the
sharing of resources takes place; however, demerit is that there is no form of commitment
between departments (Sheehy, 2017). As a carer at Bluebird care, this type of models are often
used to share services with other care groups within southern NHS foundation trust
REFERRAL SYSTEMS MODEL
It involves inter-organizational referrals, which helps the clients in getting the best services
from well-known organizations. Clients are referred to respected organizations if the services
are not available in that department. As mentioned in the Francis Report, clients used to suffer
from various issues, which may have been solved if they were referred to respected different
organizations. For instance, patients who were unable to eat on their own should have been
transferred to Bluebird care which is known for such services (CQC, 2013). The demerit
associated with this is, organizations improper flow of information and opaqueness within two
can raise the issue for patients.
CONSORTIUM MODEL
In such partnership within the organisation, there is a legal contract between two in terms of
sharing either resources or capital. Mostly, the purpose of this model is to get financial benefit
in biding or other such opportunities. The benefit that cares services like Bluebird gets is that
they can obtain many costly resources combined (Sheehy, 2017); however, the demerit is that
the contract must be rigid and both parties must follow ethical standards.
MULTI-AGENCY WORKING MODEL
Partnership in which different organizations shares expertise and resources with each other to
improve their service quality and enhance their experience using such a model. There is a
partnership agreement between two parties; however, a level of trust is required to work
10
effectively. As a carer in Bluebird care, the services are often shared with other organizations in
the Southern NHS Foundation Trust, especially to treat patients with dementia and diabetes
(McQuaid, 2010).
In a nutshell, according to the situation and types of sharing of information and service, the
organizations in the NHS foundation trust can use different models to benefit them and their
patients. Parts of these models are however more beneficial and used by different
organizations like Bluebird care rather than sticking to a single partnership model (Francis,
2013).
11
the Southern NHS Foundation Trust, especially to treat patients with dementia and diabetes
(McQuaid, 2010).
In a nutshell, according to the situation and types of sharing of information and service, the
organizations in the NHS foundation trust can use different models to benefit them and their
patients. Parts of these models are however more beneficial and used by different
organizations like Bluebird care rather than sticking to a single partnership model (Francis,
2013).
11
2.2 CURRENT LEGISLATION AND ORGANISATIONAL PRACTICES AND POLICIES
FOR PARTNERSHIP WORKING IN HEALTH AND SOCIAL CARE
Legislations and policies are designed by the government, which acts as guidelines for the
organization working in the HSC. These policies are formed in order to protect staffs and
patients, and policies or agreement between organizations during partnerships is based on this
legislation.
MENTAL CAPACITY ACT (2005)
This Act states that, if the patients are suffering from any form of mental incapability and is
unable to make their own decisions, then the caretakers have the responsibility to make
decisions on their behalf; however, these decisions must not harm the patient in any form. In
the case of NHS foundation trust, it was found that proper decisions were not made by the
caretakers and patients were not offered to get to the bathrooms and were left unwashed. In
the Bluebird care, the carer is empowered and are allowed to take several calculative decisions
on behalf of clients (Manthorpe, et al. 2011).
HEALTH AND SOCIAL CARE ACT (2012)
This act empowers the service users and local authority by giving them rights to choose the
type of services they require in their area, based on the needs of patients. This helps in
reducing the investment and resources of NHS significantly, as now they can target services
based on requirement. This act can be beneficial to improve the condition of service provided in
the NHS foundation trust, since it empowers the patients, and can complain about the
wrongdoings to respected authorities (Great Britain. Department of Health, 2012).
CARE STANDARD ACT (2000)
This Act establishes the National Care Standard Commission (NCSC) that supervises the entire
HSC in the UK. The unregulated care centres are now in the regulation, thus allows the NCSC to
govern and supervise the services offered in such care centres. this Act also empowers the
health inspector to take necessary actions if undoing is recognised in any care centres. this act
can be found beneficial in the case of NHS Foundation Trust since all the unethical practices
12
FOR PARTNERSHIP WORKING IN HEALTH AND SOCIAL CARE
Legislations and policies are designed by the government, which acts as guidelines for the
organization working in the HSC. These policies are formed in order to protect staffs and
patients, and policies or agreement between organizations during partnerships is based on this
legislation.
MENTAL CAPACITY ACT (2005)
This Act states that, if the patients are suffering from any form of mental incapability and is
unable to make their own decisions, then the caretakers have the responsibility to make
decisions on their behalf; however, these decisions must not harm the patient in any form. In
the case of NHS foundation trust, it was found that proper decisions were not made by the
caretakers and patients were not offered to get to the bathrooms and were left unwashed. In
the Bluebird care, the carer is empowered and are allowed to take several calculative decisions
on behalf of clients (Manthorpe, et al. 2011).
HEALTH AND SOCIAL CARE ACT (2012)
This act empowers the service users and local authority by giving them rights to choose the
type of services they require in their area, based on the needs of patients. This helps in
reducing the investment and resources of NHS significantly, as now they can target services
based on requirement. This act can be beneficial to improve the condition of service provided in
the NHS foundation trust, since it empowers the patients, and can complain about the
wrongdoings to respected authorities (Great Britain. Department of Health, 2012).
CARE STANDARD ACT (2000)
This Act establishes the National Care Standard Commission (NCSC) that supervises the entire
HSC in the UK. The unregulated care centres are now in the regulation, thus allows the NCSC to
govern and supervise the services offered in such care centres. this Act also empowers the
health inspector to take necessary actions if undoing is recognised in any care centres. this act
can be found beneficial in the case of NHS Foundation Trust since all the unethical practices
12
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conducted under the trust would have recognised earlier. This Act can be used as a tool for
further improvement that can be made within the Trust and partnership within the
organization (Gordon, et al. 2013).
ORGANIZATIONAL POLICIES AND PRACTICES
Professional organizations
Organizations like Bluebird and other care providers under NHS foundation trust follow policies
that are formed for the betterment of public sectors. For instance, Bluebird care services are
dedicated to serving patients with diabetes, dementia and other diseases (CQC, 2013).
Voluntary organizations
Several organizations under the NHS foundations that are concerned regarding the common
issues faced by the society. For instance, public smoking is injuries, to control this action, anti-
smoking was promoted by several organizations (World Health Organization, 2011).
Agreed working ways
This ensures that all the organizations within the NHS Foundation Trust are following respected
regulations and rules to render services to their clients. For instance, to maintain food hygiene
within the Bluebird Care, Food Hygiene regulations are used that ensures the proper diet is
given to patients (CQC, 2013).
in the case study of NHS foundation trust, Francis Report reveals that the legislation and
policies that were meant to be patient-centric was not implemented effectively, which lead to
rising is unethical practices an degradation of the service quality. However, after the
recognition of the wrongdoings, the aforementioned legislation can be found useful for
restructuring the policies and practices of NHS Foundation Trust (Francis, 2013).
13
further improvement that can be made within the Trust and partnership within the
organization (Gordon, et al. 2013).
ORGANIZATIONAL POLICIES AND PRACTICES
Professional organizations
Organizations like Bluebird and other care providers under NHS foundation trust follow policies
that are formed for the betterment of public sectors. For instance, Bluebird care services are
dedicated to serving patients with diabetes, dementia and other diseases (CQC, 2013).
Voluntary organizations
Several organizations under the NHS foundations that are concerned regarding the common
issues faced by the society. For instance, public smoking is injuries, to control this action, anti-
smoking was promoted by several organizations (World Health Organization, 2011).
Agreed working ways
This ensures that all the organizations within the NHS Foundation Trust are following respected
regulations and rules to render services to their clients. For instance, to maintain food hygiene
within the Bluebird Care, Food Hygiene regulations are used that ensures the proper diet is
given to patients (CQC, 2013).
in the case study of NHS foundation trust, Francis Report reveals that the legislation and
policies that were meant to be patient-centric was not implemented effectively, which lead to
rising is unethical practices an degradation of the service quality. However, after the
recognition of the wrongdoings, the aforementioned legislation can be found useful for
restructuring the policies and practices of NHS Foundation Trust (Francis, 2013).
13
2.3 DIFFERENCES IN THE WORKING PRACTICES AND POLICIES AFFECT
COLLABORATIVE WORKING
While working in partnership, organizations may have different practices and policies regarding
several aspects that may hinder or foster the relationship of both parties. For an effective
partnership, it is essential that practices and policies be synchronised. Collaborative working is
considered when two or more organizations work together in order to achieve a common goal.
The working practices are defined by the actions and belief an organization has towards its goal,
whereas policies are used by these organization to maintain working practices.
In the case of NHS foundation trust, the working practices were found to be morally unethical
in many ways; their manner of responding to complaints by patients also depicts the leniency in
their policies. These raised issues while working in collaboration with the wider context of HSC.
The negative impact of working practices and policies as mentioned in the Francis Report, their
working practices acted as a hurdle for clear communication with other departments (Patelet
al. 2012); moreover, their policies and culture lacked patient-centric approach that resulted in
lower service quality provided by their professionals. The working practices also lacked proper
leadership, which was a major concern. For the collaborative approach, professionals and other
resources operate synchronously, which is not possible with such working practices of NHS
Foundation Trust (Reeves, et al. 2011). Policies regarding complaints were weak and lacked
proper structure since the medical community lacks the authority to challenge the reassurance
statement issued by the Trust. The partnership between the Trust and Strategic Health
Authority was more focused towards profit rather than patients.
The government focuses on providing and supervising the collaborative work within the
organization of the HSC. Their policies are helpful for organizations like Bluebird care and NHS
foundation care to form their partnership policies, this may have both positive and negative
effect on the collaboration. They also help in financial, resource allocation and another manner
(World Health Organization, 2011).
The positive impact of working practices and policies on other hand includes increased service
quality and work ethics within the organization. For instance, Bluebird care services in
14
COLLABORATIVE WORKING
While working in partnership, organizations may have different practices and policies regarding
several aspects that may hinder or foster the relationship of both parties. For an effective
partnership, it is essential that practices and policies be synchronised. Collaborative working is
considered when two or more organizations work together in order to achieve a common goal.
The working practices are defined by the actions and belief an organization has towards its goal,
whereas policies are used by these organization to maintain working practices.
In the case of NHS foundation trust, the working practices were found to be morally unethical
in many ways; their manner of responding to complaints by patients also depicts the leniency in
their policies. These raised issues while working in collaboration with the wider context of HSC.
The negative impact of working practices and policies as mentioned in the Francis Report, their
working practices acted as a hurdle for clear communication with other departments (Patelet
al. 2012); moreover, their policies and culture lacked patient-centric approach that resulted in
lower service quality provided by their professionals. The working practices also lacked proper
leadership, which was a major concern. For the collaborative approach, professionals and other
resources operate synchronously, which is not possible with such working practices of NHS
Foundation Trust (Reeves, et al. 2011). Policies regarding complaints were weak and lacked
proper structure since the medical community lacks the authority to challenge the reassurance
statement issued by the Trust. The partnership between the Trust and Strategic Health
Authority was more focused towards profit rather than patients.
The government focuses on providing and supervising the collaborative work within the
organization of the HSC. Their policies are helpful for organizations like Bluebird care and NHS
foundation care to form their partnership policies, this may have both positive and negative
effect on the collaboration. They also help in financial, resource allocation and another manner
(World Health Organization, 2011).
The positive impact of working practices and policies on other hand includes increased service
quality and work ethics within the organization. For instance, Bluebird care services in
14
collaboration with NHS foundation Trust work for the betterment of patients suffering from
dementia, diabetes and much more.
15
dementia, diabetes and much more.
15
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LO 3
3.1 POSSIBLE OUTCOMES OF PARTNERSHIP WORKING FOR USERS OF
SERVICES, PROFESSIONALS AND ORGANIZATIONS
Partnership within the organizations in the HSC have mixed outcomes for service users,
professionals and organizations that are mentioned below:
SERVICE USERS
Positive Outcomes
A partnership like ‘referring models’ ensures that best services are provided to patients
even if it includes referring to any other organization
Information sharing within the organisations regarding the health condition of patients
that reduces the hassle and capital for rechecking
The partnership brings the best professionals and caretakers together, which is helpful
for critical cases as boundaries between organization are minimized (Acharya, et al.
2017)
Negative Outcomes
Lack of transparency and information sharing may raise the issue for patients as they
will require to invest capital for rechecking
As seen in the Francis report, patients were not informed regarding the mistreatment
given by the organizations under NHS foundation trust.
Misuse of data while information sharing can be used for unethical practices (Acharya,
et al. 2017)
PROFESSIONALS
Positive Outcomes
Partnership within HSC ensures that professionals from a different area of expertise
work together for the betterment of society
16
3.1 POSSIBLE OUTCOMES OF PARTNERSHIP WORKING FOR USERS OF
SERVICES, PROFESSIONALS AND ORGANIZATIONS
Partnership within the organizations in the HSC have mixed outcomes for service users,
professionals and organizations that are mentioned below:
SERVICE USERS
Positive Outcomes
A partnership like ‘referring models’ ensures that best services are provided to patients
even if it includes referring to any other organization
Information sharing within the organisations regarding the health condition of patients
that reduces the hassle and capital for rechecking
The partnership brings the best professionals and caretakers together, which is helpful
for critical cases as boundaries between organization are minimized (Acharya, et al.
2017)
Negative Outcomes
Lack of transparency and information sharing may raise the issue for patients as they
will require to invest capital for rechecking
As seen in the Francis report, patients were not informed regarding the mistreatment
given by the organizations under NHS foundation trust.
Misuse of data while information sharing can be used for unethical practices (Acharya,
et al. 2017)
PROFESSIONALS
Positive Outcomes
Partnership within HSC ensures that professionals from a different area of expertise
work together for the betterment of society
16
Roles and responsibilities are shared and clear to every individual connected with HSC
Information sharing within professionals helps patients to get better care (Reeves, et al.
2011)
Negative Outcomes
Conflicts between professionals can affect the partnership and eventually affect the
service users
Improper communication between professionals regarding patient’s condition can affect
the service provided, which may harm service users
Partnership based on funds and capital are vulnerable and are more likely to fail during
the mismanagement of funds (Reeves, et al. 2011)
ORGANIZATIONS
Positive Outcomes
Resource sharing will enhance the service quality, this will benefit the private
organizations within HSC
Different models of partnership ensure that organizations like Bluebird gets proper
recognition in the HSC market and are able to fulfil their goals
The number of services offered by each organization increases with the increase in
resource sharing (Reeves, et al. 2011)
Negative Outcomes
As mentioned in the Francis report, organizations within the NHS Foundation Trust
failed to follow ethical standards that degraded the service quality, due to which service
users had to suffer (Francis, 2013)
Miscommunication within organizations lead to improper functioning due to which
patent has to suffer
With different organizations in partnership, the shared purpose may be lost
17
Information sharing within professionals helps patients to get better care (Reeves, et al.
2011)
Negative Outcomes
Conflicts between professionals can affect the partnership and eventually affect the
service users
Improper communication between professionals regarding patient’s condition can affect
the service provided, which may harm service users
Partnership based on funds and capital are vulnerable and are more likely to fail during
the mismanagement of funds (Reeves, et al. 2011)
ORGANIZATIONS
Positive Outcomes
Resource sharing will enhance the service quality, this will benefit the private
organizations within HSC
Different models of partnership ensure that organizations like Bluebird gets proper
recognition in the HSC market and are able to fulfil their goals
The number of services offered by each organization increases with the increase in
resource sharing (Reeves, et al. 2011)
Negative Outcomes
As mentioned in the Francis report, organizations within the NHS Foundation Trust
failed to follow ethical standards that degraded the service quality, due to which service
users had to suffer (Francis, 2013)
Miscommunication within organizations lead to improper functioning due to which
patent has to suffer
With different organizations in partnership, the shared purpose may be lost
17
As mentioned in the Francis report regarding the failures of NHS foundation trust, it can be
assessed that the organizations were more focused on profits rather than the service provided
to their patients, which lowered the service quality (Reeves, et al. 2011). For an effective
partnership, the policies must be client-centric rather than profit. Moreover, lack of
transparency also raised the negative outcomes that resulted in a lack of information regarding
the mistreatment that was given to patients at NHS foundation trust.
18
assessed that the organizations were more focused on profits rather than the service provided
to their patients, which lowered the service quality (Reeves, et al. 2011). For an effective
partnership, the policies must be client-centric rather than profit. Moreover, lack of
transparency also raised the negative outcomes that resulted in a lack of information regarding
the mistreatment that was given to patients at NHS foundation trust.
18
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3.2 POTENTIAL BARRIERS TO PARTNERSHIP WORKING IN HEALTH AND
SOCIAL CARE SERVICES
Different potential barriers to partnership working in HSC services are mentioned below:
CULTURAL BARRIERS
This refers to the organizational culture that is followed during the partnership, and in what
manner those organizations within NHS foundation trust react to the different situation. As
mentioned in the Francis report, the NHS foundation trust lacks a patient-centric approach that
resulted in ignoring the complaints raised by them. Additionally, there was a lack of leadership
culture within the Trust lead to improper guidance to staffs. Lack of training is another aspect
that raises issues during the partnership working (Glasby, and Dickinson, 2014).
STRUCTURAL BARRIERS
This refers to the flow of communication and distribution of power within the organization in
the HSC. While partnership, it is essential that the structure of fundamental standards and
measures are clear to each professional within the organization. Failing to do so raises the
issues regarding lower service quality and ignorance of work ethics. These were observed in the
NHS foundation trust.
PROCEDURAL BARRIERS
The procedure of handling any task varies from organisation to organization and during
partnership these procedures require adjustment, which may affect entire working procedure
of organization. Due to this, communication becomes complex for a specific period. For
instance, when the complaints were raised by patients within NHS foundation trust, the
procedure of different departments varies for handling such issues which lead to
ineffectiveness while solving issues (Glasby, and Dickinson, 2014).
PROFESSIONAL BARRIERS
Every organization within the NHS foundation trust have their own professional goals, during
partnership it is essential that the goals of both the parties are constructive rather destructive.
19
SOCIAL CARE SERVICES
Different potential barriers to partnership working in HSC services are mentioned below:
CULTURAL BARRIERS
This refers to the organizational culture that is followed during the partnership, and in what
manner those organizations within NHS foundation trust react to the different situation. As
mentioned in the Francis report, the NHS foundation trust lacks a patient-centric approach that
resulted in ignoring the complaints raised by them. Additionally, there was a lack of leadership
culture within the Trust lead to improper guidance to staffs. Lack of training is another aspect
that raises issues during the partnership working (Glasby, and Dickinson, 2014).
STRUCTURAL BARRIERS
This refers to the flow of communication and distribution of power within the organization in
the HSC. While partnership, it is essential that the structure of fundamental standards and
measures are clear to each professional within the organization. Failing to do so raises the
issues regarding lower service quality and ignorance of work ethics. These were observed in the
NHS foundation trust.
PROCEDURAL BARRIERS
The procedure of handling any task varies from organisation to organization and during
partnership these procedures require adjustment, which may affect entire working procedure
of organization. Due to this, communication becomes complex for a specific period. For
instance, when the complaints were raised by patients within NHS foundation trust, the
procedure of different departments varies for handling such issues which lead to
ineffectiveness while solving issues (Glasby, and Dickinson, 2014).
PROFESSIONAL BARRIERS
Every organization within the NHS foundation trust have their own professional goals, during
partnership it is essential that the goals of both the parties are constructive rather destructive.
19
As with the goal of Bluebird care service, it focuses on providing optimum service to the society
for which it uses different models of partnership. Ignoring the professional and personal goals
of organizations may lead to conflicts and degraded service quality (Glasby, and Dickinson,
2014).
20
for which it uses different models of partnership. Ignoring the professional and personal goals
of organizations may lead to conflicts and degraded service quality (Glasby, and Dickinson,
2014).
20
3.3 STRATEGIES TO IMPROVE OUTCOMES FOR PARTNERSHIP WORKING IN
HEALTH AND SOCIAL CARE SERVICES
In order to improve the partnership working in HSC services several strategies can be used
which has the potential to change the overall outcomes. Some of the strategies that can be
used to overcome the aforementioned barriers and improve the outcome of partnership
working are:
In order to remove the cultural barrier during the partnership, as recommended in the
Francis report, NHS foundation trust can start by providing transparency in their system
by sharing relevant information with patients and other HSC bodies. Further, policies
made to provide proper treatment to patients must be formed and followed by
organizations and failing to do so must be considered a criminal offence (Marmot, et al.
2010).
The structural barrier can be improved by initiating training and development facilities
for nurses and carers within the organization. As a carer in the Bluebird care services,
while collaborating with a different organization in the HSC, it is essential to empower
and train carers to maintain standards. By training and recognising their work, the
organizational structure will improve along with the commitment of workers towards
their work, which eventually will enhance the service quality of Bluebird and NHS
foundation trust (Francis, 2013).
Increased opaqueness within the partnership working raises significant issues, which
can be overcome by forming policies based on the Care Act, which allows sharing
necessary information while blocking the personal data to be leaked. Bluebird care
services provide relevant information to their carers, which is necessary to help the
patients while blocking the non-required information. In the case of NHS foundation
trust, increased transparency would have revealed the unethical practices earlier.
However, by implementing the information sharing policies and widening the role of the
Information centre in the HSC this issue can be resolved (Marmot, et al. 2010).
A most essential strategy that can be used by the Bluebird and NHS foundation trust is
to form their policies and organizations based on the betterment of patients and
21
HEALTH AND SOCIAL CARE SERVICES
In order to improve the partnership working in HSC services several strategies can be used
which has the potential to change the overall outcomes. Some of the strategies that can be
used to overcome the aforementioned barriers and improve the outcome of partnership
working are:
In order to remove the cultural barrier during the partnership, as recommended in the
Francis report, NHS foundation trust can start by providing transparency in their system
by sharing relevant information with patients and other HSC bodies. Further, policies
made to provide proper treatment to patients must be formed and followed by
organizations and failing to do so must be considered a criminal offence (Marmot, et al.
2010).
The structural barrier can be improved by initiating training and development facilities
for nurses and carers within the organization. As a carer in the Bluebird care services,
while collaborating with a different organization in the HSC, it is essential to empower
and train carers to maintain standards. By training and recognising their work, the
organizational structure will improve along with the commitment of workers towards
their work, which eventually will enhance the service quality of Bluebird and NHS
foundation trust (Francis, 2013).
Increased opaqueness within the partnership working raises significant issues, which
can be overcome by forming policies based on the Care Act, which allows sharing
necessary information while blocking the personal data to be leaked. Bluebird care
services provide relevant information to their carers, which is necessary to help the
patients while blocking the non-required information. In the case of NHS foundation
trust, increased transparency would have revealed the unethical practices earlier.
However, by implementing the information sharing policies and widening the role of the
Information centre in the HSC this issue can be resolved (Marmot, et al. 2010).
A most essential strategy that can be used by the Bluebird and NHS foundation trust is
to form their policies and organizations based on the betterment of patients and
21
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collaborating with organizations whose goals synchronise with the organization’s goal.
By spreading awareness regarding the standard ethical information within the
partnership group, a common goal can be set easily and then resources can be aligned
to achieve a common goal; this will eliminate the professional barrier (Marmot, et al.
2010).
22
By spreading awareness regarding the standard ethical information within the
partnership group, a common goal can be set easily and then resources can be aligned
to achieve a common goal; this will eliminate the professional barrier (Marmot, et al.
2010).
22
CONCLUSION
The aforementioned assignment provides a descriptive information regarding the collaborative
working in the HSC. Initially, by discussing regarding the partnership philosophies and
relationships in HSC services, it can be concluded that organizations like Bluebird care and NHS
foundation Trust use various philosophies in order to work together for the betterment of
society. Later, by discussing regarding the positive partnership working with users of services,
professionals and organizations in HSC, it can be concluded that several models are
implemented while working in collaboration; additionally, legislation, organizational practices
and policies support partnership and provide them with a structure for working together.
Lastly, by evaluating the outcomes of partnership working for service users, professionals, and
organizations it can be concluded that working together is beneficial for all the parties included
in collaboration since benefit as a whole is greater than the individual.
23
The aforementioned assignment provides a descriptive information regarding the collaborative
working in the HSC. Initially, by discussing regarding the partnership philosophies and
relationships in HSC services, it can be concluded that organizations like Bluebird care and NHS
foundation Trust use various philosophies in order to work together for the betterment of
society. Later, by discussing regarding the positive partnership working with users of services,
professionals and organizations in HSC, it can be concluded that several models are
implemented while working in collaboration; additionally, legislation, organizational practices
and policies support partnership and provide them with a structure for working together.
Lastly, by evaluating the outcomes of partnership working for service users, professionals, and
organizations it can be concluded that working together is beneficial for all the parties included
in collaboration since benefit as a whole is greater than the individual.
23
REFERENCES
1. Acharya, B., Maru, D., Schwarz, R., Citrin, D., Tenpa, J., Hirachan, S., Basnet, M., Thapa,
P., Swar, S., Halliday, S. and Kohrt, B., 2017. Partnerships in mental healthcare service
delivery in low-resource settings: developing an innovative network in rural Nepal.
Globalization and health, 13(1), p.2.
2. Aveyard, H., 2014. Doing a literature review in health and social care: A practical guide.
McGraw-Hill Education (UK).
3. Care Quality Commission, 2012. The state of health care and adult social care in England
in 2011/12 (Vol. 763). The Stationery Office.
4. CQC, 2013. Bluebird Care (Mid Staffs), [Online available at
https://www.cqc.org.uk/location/1-285590693] [Last accessed on 28 July 2018]
5. Francis, R., 2013. Report of the Mid Staffordshire NHS Foundation Trust public inquiry:
executive summary (Vol. 947). The Stationery Office.
6. 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.
7. 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.
8. Gordon, A.L., Franklin, M., Bradshaw, L., Logan, P., Elliott, R. and Gladman, J.R., 2013.
Health status of UK care home residents: a cohort study. Age and ageing, 43(1), pp.97-
103.
9. Great Britain. Department of Health, 2012. Health and Social Care Act 2012. The
Stationery Office.
10. Manthorpe, J., Samsi, K., Heath, H. and Charles, N., 2011. ‘Early days’: knowledge and
use of the Mental Capacity Act 2005 by care home managers and staff. Dementia, 10(3),
pp.283-298.
24
1. Acharya, B., Maru, D., Schwarz, R., Citrin, D., Tenpa, J., Hirachan, S., Basnet, M., Thapa,
P., Swar, S., Halliday, S. and Kohrt, B., 2017. Partnerships in mental healthcare service
delivery in low-resource settings: developing an innovative network in rural Nepal.
Globalization and health, 13(1), p.2.
2. Aveyard, H., 2014. Doing a literature review in health and social care: A practical guide.
McGraw-Hill Education (UK).
3. Care Quality Commission, 2012. The state of health care and adult social care in England
in 2011/12 (Vol. 763). The Stationery Office.
4. CQC, 2013. Bluebird Care (Mid Staffs), [Online available at
https://www.cqc.org.uk/location/1-285590693] [Last accessed on 28 July 2018]
5. Francis, R., 2013. Report of the Mid Staffordshire NHS Foundation Trust public inquiry:
executive summary (Vol. 947). The Stationery Office.
6. 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.
7. 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.
8. Gordon, A.L., Franklin, M., Bradshaw, L., Logan, P., Elliott, R. and Gladman, J.R., 2013.
Health status of UK care home residents: a cohort study. Age and ageing, 43(1), pp.97-
103.
9. Great Britain. Department of Health, 2012. Health and Social Care Act 2012. The
Stationery Office.
10. Manthorpe, J., Samsi, K., Heath, H. and Charles, N., 2011. ‘Early days’: knowledge and
use of the Mental Capacity Act 2005 by care home managers and staff. Dementia, 10(3),
pp.283-298.
24
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11. Marmot, M., Allen, J., Goldblatt, P., Boyce, T., McNeish, D. and Grady, M., 2010. Fair
society, healthy lives. The Marmot Review, 14.
12. McQuaid, R.W., 2010. Theory of organizational partnerships: partnership advantages,
disadvantages and success factors. In The New Public Governance? (pp. 143-164).
Routledge.
13. Patel, H., Pettitt, M. and Wilson, J.R., 2012. Factors of collaborative working: A
framework for a collaboration model. Applied ergonomics, 43(1), pp.1-26.
14. Reeves, S., Lewin, S., Espin, S. and Zwarenstein, M., 2011. Interprofessional teamwork
for health and social care (Vol. 8). John Wiley & Sons..
15. Sheehy, R., 2017. Partnership Working in Health and Social Care: The Bridge Perspective,
[Online available at https://www.bridgesupport.org/bridge-blog/partnership-working-
health-social-care] [Last accessed on 28 July 2018]
16. Umberson, D. and Karas Montez, J., 2010. Social relationships and health: A flashpoint
for health policy. Journal of health and social behavior, 51(1_suppl), pp.S54-S66..
17. World Health Organization, 2011. Closing the gap: policy into practice on social
determinants of health: discussion paper.
25
society, healthy lives. The Marmot Review, 14.
12. McQuaid, R.W., 2010. Theory of organizational partnerships: partnership advantages,
disadvantages and success factors. In The New Public Governance? (pp. 143-164).
Routledge.
13. Patel, H., Pettitt, M. and Wilson, J.R., 2012. Factors of collaborative working: A
framework for a collaboration model. Applied ergonomics, 43(1), pp.1-26.
14. Reeves, S., Lewin, S., Espin, S. and Zwarenstein, M., 2011. Interprofessional teamwork
for health and social care (Vol. 8). John Wiley & Sons..
15. Sheehy, R., 2017. Partnership Working in Health and Social Care: The Bridge Perspective,
[Online available at https://www.bridgesupport.org/bridge-blog/partnership-working-
health-social-care] [Last accessed on 28 July 2018]
16. Umberson, D. and Karas Montez, J., 2010. Social relationships and health: A flashpoint
for health policy. Journal of health and social behavior, 51(1_suppl), pp.S54-S66..
17. World Health Organization, 2011. Closing the gap: policy into practice on social
determinants of health: discussion paper.
25
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