Comprehensive Report on Partnership in Health and Social Care, CQC

This report examines the multifaceted aspects of working partnerships within the health and social care sector. It begins with an introduction to the core principles of partnership, emphasizing collaborative efforts to maximize resource utilization for societal well-being. The report then delves into key areas, including the philosophies and relationship dynamics underpinning successful partnerships, followed by an analysis of various partnership strategies and models, such as unified, coalition, and hybrid models. The discussion extends to relevant legislation, policies, and organizational practices, like the Mental Capacity Act 2005 and the Care Act 2014, and explores how differences in these areas can impact teamwork. The report also identifies potential barriers to effective partnership, such as structural, financial, and professional challenges, and considers possible outcomes for service users, professionals, and organizations. The report concludes by offering a comprehensive overview of the complexities and crucial elements involved in fostering successful partnerships to improve service delivery within the health and social care sector.

WORKING
IN
PARTNERSHIP

INTRODUCTION
Partnership in health and social care is about working with two or more people or
organization together in order to attain maximum advantage of available resources and convert
them to the benefits and for wellbeing of the society (Hunter and Perkins, 2012). The quality of
the services is depending on the quality of the partnership between the organization. The report is
about the partnership where in first task includes the philosophies of partnership and relationship.
The second task is about the strategies and models of partnership, along with the legislations,
policies and working practices whereas the third task comprises of potential barriers, possible
outcomes of the partnership, etc. in Care Quality Commission (Glasby, 2017).
TASK 1
Covered in PPT
TASK 2
3.3 Devise strategies to improve partnership work in health and social care.
There are so many ways through which negative outcomes can be convert into positive
outcomes through improvement in strategies. When it is about health and social care then it is
the core responsibility of organisation to make sure that not only the patients but also the staff
should be empowered to make the quick decisions if needed in specific situations (Lowes and
Hulatt, 2013). Different issues take place in the health care department can be due to the
territorial factors. It is due to the fact that the different individuals in this sector has their own
beliefs which creates conflicts and they need to be managed accordingly so that smooth working
can be ensured.
Awareness – It should be better if the beneficial if the information is shared between the
parties like local community mental health team and Mental Health Trust. Shared awareness
reflects to the power of knowledge that is shared among others to make them awake about the
issues and information’s (Lymbery, 2010).
Risk management – Risk management system is necessary to implement because there
is might be some possibilities where partnership can face the issues at that time the risk
management system would take place and solve the issues in a strategic manner.
Communication – This is the most appropriate mode of solving the different conflicts as
through this the quality information is shared in time which further assist in maintain the
required level of flow in the business operations.
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2.1 Models of partnership
There are three fundamental models of working partnership regarding health and social
care and that are mentioned below -
Unified model – The unified model is a structure of the management that includes three
tiers of the organization including management, staffing and training of the employee which
shapes to provide the benefit to the service user (Marmot and et. al., 2012).
Coalition model – In this model there are various activities that are associated together
but these all are working separately. Management, staff and training of staff are associated but
acts independently (Glasby, 2017).
Hybrid model – As it name indicates it is combination of two or more organization or
model. Thus, it will share the common benefits for the organization.
The hybrid model will be suitable for the given case study, the local community mental
health team and Mental Health Trust are the two different organizations and they can opt for
such model to get the benefits of unified and coalition model. The benefits can be -
 Separate health and care activities.
 Single side system to deliver all kinds of service.
 The activities and services are joint in cooperate actions.
 The segments perform only that activities which are assigned to them.
Collaboration model – in the given case study this model is suitable to a great extent as by
arranging meetings and open discussions the problems that are prevailing can be avoided. When
the service users are provided with the required level of knowledge they find themselves more
secure and contribute in the recovery process more.
2.2 Current legislation, policies and organisation practices
The current legislation and the organizational practices, policies for the partnership
working in local community mental health team and Mental Health Trust are as follows -
Mental capacity act 2005 – The act specifies a health and social care takers to take the
decision on the behalf of the patients who are not able to take the decision and plan to raise the
standard of their life.
Children’s act 1989 – The main aim of this act is to provide safety and security and
fulfil all the needs of children for their future that can make them a good human being and
citizen of the nation. This provides health, safety, economic wellbeing.
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Care act 2014 – This is a lengthy act which covers a range of different issues such as
enabling users or potential users of care services to access independent financial advice on their
care funding, giving guidance to the users to safe guard themselves etc. as per this act the care
workers should give preference to those who are using the facilities of this sector.
2.3 How differences in working practices and policies affect in team work.
A policy is a defined rules or course of action that are formed by the government or the
business to influence the decision making power. When these policies are applied to the
organizations on team then there may be some positive and negative impact on the practices.
Positive in the way where both the organizations work together and attract and motivate with
other policy to be improved or the implement the new policy. Negative effects as the conflicts
arises between the organizations that are working together. (Glasby, 2017).
Mental Health Trust - As given in the case study that there is a dispute between the local
community mental health team and Mental Health Trust and that results in the poor services as
they have lack of communication and they are not liable to fulfil their roles and responsibilities
which should be there.
Government – The government is there is provide the cooperation with forms such as
financial, resource allocations and arrangements, etc. in order to support the health and social
care service to provide extensive services to the service users.
TASK 3
3.2 Potential barriers to working in health and social care services.
There are various potential barriers to work in health and social care services that are
given below -
Structural barriers – Every organizations has different structure and they are also
provide different social and healthcare services are different and this different structure is cause
of troubles in establishing a partnership.
Financial barriers – It is not always necessary that if the there are two organisations are
involved in a partnership they both have equal financial resources for the activities that they
performs.
Professional barriers – Every organization has its own values and policies are set as per
these values. When there are different values then the organizations should understand the values
of other organizations and they should respect them.
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Procedural barriers – Organization have procedural differences and that can make
things worse but making specific procedure the make the things better (Hunter and Perkins,
2012).
Different priorities – Those who are part of the health and care department has their
own areas and want to get full satisfaction and due to this conflicts arises. It becomes difficult to
establish common interest of all and hence creates problem. Apart from this different care
departments which are held by distinct owners also creates a problem as their objective varies
from one another.
Negative attitude – It is observed that cooperation is very less in the work force and they
show unfavourable behaviour towards each other. this makes it difficult to carry out the
operations in the health care sector.
3.1 Possible outcomes of partnership working for service user, professionals and organisations
Service user – The nature of the service user is improved as compare to before. The
service user gets information about the care taker decision making. (Lowes and Hulatt, 2013).
Professional – The professionalism between the two professionals makes an impactful
outcome that they both are well trained and educated two shape the work in coordination. It also
reduces the redundancy of the work.
Organizations – The partnership for organization may encompasses service provision. It
works on the principle sharing along with integrated services that gives the positive outcome to
the organizations (Lymbery, 2010).
CONCLUSION
The report is about the working in partnership which includes the philosophies, models,
potential barriers, models, relationship, procedures, possible outcomes of the health and social
care.
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REFERENCES
Books and Journals
Glasby, J., 2017.Understanding health and social care. Policy Press.
Hunter, D. and Perkins, N., 2012. Partnership working in public health: the implications for
governance of a systems approach. Journal of health services research & policy. 7(suppl
2). pp.45-52.
Lowes, L. and Hulatt, I. Eds., 2013. Involving service users in health and social care research.
Routledge.
Lymbery, M., 2010. A new vision for adult social care? Continuities and change in the care of
older people. Critical Social Policy. 30(1). pp.5-26.
Marmot, M and et. al., 2012. WHO European review of social determinants of health and the
health divide. The Lancet,380(9846). pp.1011-1029.
Rere
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