Working in Partnership

Student’s Name:

Student’s ID:

Author’s Note:
Executive Summary
The context of the following study has represented a comprehensive picture of significance of
partnership within the healthcare and its conduct on improvising the efficiency in health care
system. The study has demonstrated several factors and levels associated with practicing
adequate partnership in the health and social care system. The entire study is conducted by the
relation of the contextual case of Mr. Ian. The assignment initiates by presenting the potential
philosophical aspect of partnership and proceeds further by elaborating appropriate philosophies
situated with the contextual case. The study has also briefed over the evaluation in the
relationship within the health and social care services by explaining various levels and
legislations guidelines of partnership and discussion the advantages and disadvantages of each
level and effectively related them with context. Some comprehensive partnership models are also
portrayed in the study along with brief description on the pros and cons of each model. It also
suggests the most appropriated model compatible with contextual case study. There are several
legislations and organisational practices are evaluated on the study.

At the final set, some conceptual outcomes of partnership are discussed along with potential
issues. Lastly, the study of the assignment has represented comprehensive strategies to overcome
such issues and obstacles to finally enhance the services of the health and social care.

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 Table of Contents
Executive Summary ........................................................................................................................ 1

Introduction ..................................................................................................................................... 4

LO1: Understand the partnership philosophies and relationship in health and social care services
......................................................................................................................................................... 5

1.1 Explaining the philosophy of working in partnerships within the health and social care .... 5

1.2 Assessment of partnership relationships in health and social services ................................. 6

LO2 Understand How to Promote Positive Partnership Working With Users of Services,
Professionals and Organisational In Health and Social Care Services ........................................... 9

2.1 Analysis of partnership models throughout the health and social care sector ...................... 9

2.2 Review of present health and social partnership legislation and organisational procedures
and policies ............................................................................................................................... 10

2.3 Demonstrating how variations in working methods and policies influence collaborative
work .......................................................................................................................................... 11

LO3 Be able to evaluate the outcomes of partnership working for users of services, professionals
and organisations in health and social care services ..................................................................... 13

3.1 Assessing potential partnership results for service users, practitioners and organisations . 13

3.2 Analysing the prospective challenges to partnership working in health and social care
services ...................................................................................................................................... 14

3.3 Strategies to enhance outcomes for partnership working within health and social care
services ...................................................................................................................................... 15

Conclusion .................................................................................................................................... 15

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Introduction
The accompanying study will describe the importance of partnership, the philosophical musings
built in it, the favourable conditions and obstacles and the different degrees of Partnership Work
(PW) in health and social consideration. There are many reasons for the need for PW in health
and social care, primarily because it generates an advantageous point of view within the industry
(Rycroft-Malone et al., 2015). Among the proposals to harmonize the risk assessment of
different experts and to empower clients in the administration and their families to provide
comparative data to the different experts associated with PW. It also improves the sharing of data
between experts and improves productivity and arranges the framework for consideration and
improves the arrangement of consideration with the objective of complementing health and
social care administrations.

While debating the philosophical concept of working in partnership, reasoning is in any event a
view that affects individual’s convictions, characteristics and procedures. Among these
philosophical concepts of PW, sharing control, reinforcement, liberty, consideration, self-
regulation and decision-making are a part of those same core ideas.

PW autonomy demonstrates that all the accomplices concerned will operate freely in their
particular area of expertise. That does not indicate that they will not support each other when
they should, however, while promoting the clients of the administration that they will rehearse,
without any further effect (Reeves et al., 2017). The prospective accomplices in any health and
social sector of PW include the clients themselves, care workers, care organisations, local
medical clinicians, professionals, relatives and other relevant professionals and individuals. The
experts associated with the instance of Mr Ian were Local Authority Long Term Team (LTT),
Mental Health Review and Reablement (R&R) and the group at REP and SPOA. The
assumptions behind some of the organisation between these researchers may be the necessity to
divide the job and the areas of expertise of each specialist (Palumbo, 2016). Mr Ian has countless
well-being requirements arising from physical and behavioural problems and the association of
multiple care organisations and professionals was nonetheless needed to offer him full assistance
in the case.

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LO1: Understand the partnership philosophies and relationship in health and social care
services

1.1 Explaining the philosophy of working in partnerships within the health and social care
The partnership can be established respectively between health and social care, certain agencies
or individuals with a shared interest, there are generally certain kinds of engagement between
partners so that they can resonate and have a range of particular objectives. Partnership is often
established to tackle certain types of issues, varying from long to short spans of time. There are
several aspects of forming partnership in health and care society which defines outcome
efficiency and service quality. The conduct of partnership is a prime reflection of empowerment
(Glasby J, 2017). It also forces independence within the person that is considered to be the most
important components of people's daily life. This implies supporting and empowering the
individual who feels for a particular organization to keep a vibrant mind and essence.

The partnership is a mutual undertaking in which all members have the right and the obligation
to engage and are influenced similarly by the pros and cons of the partnership. In several
respects, the necessity for a partnership job is crucial. One of the most important elements is to
harmonize the risk assessment of different professionals and to enable clients and their families
to provide similar information to the different PW specialists. This also supports to enhance the
exchange of data among practitioners, improving effectiveness and coordinating the service
scheme, and improving care scheduling to complement each other with health and social care
facilities.

From the perspective of philosophical reasoning, association behaviour acquires the main
position in the state of mind, thus defining the behaviour, belief and importance of people
(Challis et al., 2018). Included in all these philosophically focused ideas, philosophical work
fuels future ideas like independence, empowerment, power exchanging, autonomy, respect,
appreciation etc. This effectively enhances the efficiency of the care system and helps the
improvise effective care planning to improve the health care services of the health care’s in
exponential manner.

Power Sharing: The transfer of authority or the sharing of power is the division of jobs between
professionals involved in cooperation between homes and social services; it works to correct

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specialist and attains appreciable results. According to this philosophy, from the proper specialist
the service users get the most significant feasible assistance. The process is structured by the
Long Term Team (LTT) in the framework of the case assessment by Mr. Ian. However, the
situation was passed over to the R&R team owing to the frequency of increased threat
participation and inadequate risk assessment, and from them to REP team (Risk enablement
panel). The R&R group assigned and transferred the case to two personal service professionals
such as OT and CSW to operate together on the situation, according to the recommendation of
the REP team. Nevertheless, the professionals transfer the case towards the REP and then to the
LT team due to misunderstanding and increased danger. After that the agency is being advised to
consult the case with SpoA team and transfer it (Davies and Challis, 2018). Thus, in Mr. Ian's
situation, an extensive and complex power distribution can be experienced.

Empowerment: It is defined as above, it is an activity of information interchange participation,

distribution of awards and power allocation so that the other can find answers to certain
problems and make quick decisions to enhance effectiveness and performance of delivery. Mr.
Ian's situation is constantly distributed among several groups and organizations of practitioners.
The variation percentage managers reviewed the situation linked to Mr. Ian and all his
appropriate data in an attempt to obtain a valuable solution to the issue. (Torchia, Calabrò and
Morner, 2015). So, although the conduct of empowerment in the case of Mr. Ian is inadequate
however, the presence of it is undeniable.

Autonomy: This philosophy gives full freedom in the decision-making process and allows the
manager to designate particular staff and provide them with full autonomous decision-making
capacity. According to the context, the R&R team manager assigned the case to OT and CSE,
who evaluated the case and transferred the case as needed. Thus, the association of both
practitioners and team managers with autonomy is clearly visible and broadly highlighting.

1.2 Assessment of partnership relationships in health and social services

The partnership working in the health care is segmented into several levels of arrangements. The
primary or first level of partnership is developed at the level of service user. It is a connection
between consumers of the product, organisations and professionals. This level is associated with
all these factors. The core of this stage of collaboration is appropriate collaboration between
organisations and practitioners (Nelson and Staggers, 2016). However, in this stage the presence

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of particular inconsistency between healthcare and practitioners that can considerably hamper the
work efficiency.

The second level is regarded as the professional level which is situated with the collaboration
between different professionals or practitioner. In this situation of Mr. Ian, both professionals
like OT and CSW from distinct context fields, connected with the R&R team manager, are
working together to find a remedy in the contextual situation. This can improve the service
quality subsequently (Davies and Challis, 2018). Although in this situation, cooperation
inadequacy is a very prevalent issue with the capacity to degrade the performance of the service.

The third stage is created at the organisational stage; it enables experts operating in various
health and social care centres to operate in collaboration to achieve a common alternative remedy
for a specific service user. (Challis et al., 2018). Ineffective communications between the
practitioners or fraction can significant problems in this prospect as well.

According to laws such as "Putting People First" and "Our Care, Our Say," the govt is making
suggestions to amend and develop health and social care facilities to assist local groups and meet
people's fundamental medical requirements. It helps to improve the existing health care facilities,
patient tackling intensity, services to the community. Thus, the regulations of “Our Care, Our
Say” help to develop firmly well establish and efficient health services (Torchia, Calabrò and
Morner, 2015). While "Putting People First" is the flagship protocol aimed at securing
independent living for all adolescents through the establishment of a unified and cooperative
partnership between local and central government, the voluntary sector, distributors and the
social care regulator.

By giving these laws at the association level, care effectiveness will be immediately enhanced, as
it will help to improve the organisational services and competencies of professionals and
adequately supports the medical needs of the service users (Nelson and Staggers, 2016). It will
also help to strengthen the relationship between the people and health care agencies and
government.

Mr. Ian is heavily plagued by self-negative behaviour and physically violent, according to the
contextual scenario. The relation between the Mr. Ian and the social care agencies are inadequate
which forced the government to force an intervention multiple times. Thus, by understanding the

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suitable concentrations of collaboration rightly located with proper regulation, this specific
situation would have helped to reach an appreciable alternative that, in the previous scenario, is
currently in a state of negativity owing to insufficient information, inadequate interaction,
confusion and frustration. Thus, the health and social care services can be improved by
implementing elements linked to the prospective legislation that will assist to address instances
comparable to Mr. Ian in the future.

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LO2 Understand How to Promote Positive Partnership Working With Users of Services,
Professionals and Organisational In Health and Social Care Services

2.1 Analysis of partnership models throughout the health and social care sector
In the health and social care field, there are about four distinctive types of partnership models.
The main type of model is the coordinated model in which the different organizations operate in
a self-governing way, but adapted for strong administration (Lecocq et al., 2017). It is adjusted
for compelling administration conveyance, their administration, preparation, staffing and other
similar exercises. Other than this arrangement, the different associations have a different
institutional chain and specialization region. Government committees in the United Kingdom
work in such a way that each division has its own specialization and yet has a typical
administration and fund. This model is between a unified model in which everything worked
under one framework and a coalition model in which different accomplices worked to
understand a typical goal (Heffernan et al., 2017). Another beloved kind of partnership model is
the coalition model in which the specialists work together to achieve a mutual goal. However,
they operate on a course of action with private accountability for a shared goal.

In the case of Mr Ian, there was a perception that there was a mixture of coordinated and
coalition model, which introduces a hybrid model in one manner or another. LTT, REP, R&R
and later SPOA were the specialists connected with this situation. In addition to specialists from
different offices, there were countless specialists structuring comparable divisions (Palumbo,
2016). Those specialists who came from a comparable association with different personalities
share a comparable value, while those from different organisations have different characteristics
and yet have a common goal of assisting Mr Ian. Subsequently, it may be said in this regard that
in nature the partnership model is hybrid. Irrespective of the fact that the partnership is
coordinated, coalition or hybrid, specialists and organisations should operate according to the
favourable organisational conventions. They should offer them all the necessary information to
make an informed decision. The accomplices share essential data while maintaining privacy
from others touchy information about the client administration. Nevertheless, the specialists must
fulfil their responsibilities with greater commitments because they will be held accountable
because of what they have done.

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2.2 Review of present health and social partnership legislation and organisational
procedures and policies
The associated portion of the assignment will try to explain two acts related to the organisations
of health and social care. Health and Social Care Act 2012 is the main enactment of the Health
and Social Care Partnership (Krachler and Greer, 2015). This demonstration has five
components, including care and support, nature of the account, medical issues, well-being and
social consideration, and other general consideration. Section four of the Health and Social Care
Act 2012 highlights the reconciliation of consideration and support administrations in which the
Joint Fund and the data guidelines are incorporated. Along these lines, the Health and Social
Care Act 2012 should be considered by multiple professionals operating in the health and social
care industry (Krachler and Greer, 2015). Under the Health and Social Care Act 2012, adjacent
professionals must complete an evaluation of any person who happens to be in need of care and
assistance, paying little attention to their imaginable qualification for state-subsidized
consideration. In addition, the adjacent professionals should also focus their assessment on the
requirements of the individual and how they influence their prosperity and the outcomes they
need to achieve. In this regard, the health and social services divisions working in partnership
must focus on customer care and support by safeguarding the nature of consideration.

Another important enactment for PW in the health and social care sector is the Mental Health Act
2007, which was amended in association with physiologically dispersed individuals by the
Mental Health Act 1983, the Mental Capacity Act 2004 and even the Crime and Victims Act
2004 (O'Driscoll, 2018). The Mental Health Act 2007 introduced enormous modifications,
including Community Treatment Orders (CTOs), for instance the introduction of supervised
Community Treatment. This fresh authority replaces controlled release with the ability to return
the patient to an emergency hospital where the person may be persuasively sedated unless the
prescription procedure is approved in the network. For instance, it also reclassified skilled
employment, extending the range of emotional wellness specialists who can be in charge of
treating patients without their consent. The Act included three sections and nine parts that
highlighted improvements to past psychological well-being provisions, the work of specialists,
for instance, clinicians and mental wellness specialists and providing patients with a
safeguarding element (O'Driscoll, 2018). With respect to the assignment, section two and three
are the most important within the health and social sector for the partnership work (PW). In

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chapter two, the jobs of professionals working with people with emotional well-being problems
are articulated. Guidelines are also included for the prevention of irreconcilable circumstances
among professionals. Part three incorporates instructions to safeguard patients with
psychological wellness. Under these rules are integrated, including the patients nearest to follow-
up for their sake and problems of consent to therapy.

Along these lines, at whatever point different experts work in organization they should consider
various acts that are related to their activity legitimately and roundabout. Other expert
hierarchical practices and strategies should also be addressed. As far as Mr. Ian's situation is
concerned, the Health and Social Care Act 2012 should have ensured that the organisational
specialists should give him the proper consideration and assistance he requested. Due to stress,
Mr. Ian was unmistakably confronted with a few problems, and therefore the assistance he
received was more probable than not to be under the Mental Health Act 2007.

2.3 Demonstrating how variations in working methods and policies influence collaborative
work
The collaborative strategy expects healthcare professionals to meet within the health and social
care industry to share their insights and ideas on a particular growth area. This can operate across
professionals and organizations or within an association between different organizations.
Proprietorship is important in any strategy to change management, so health care professionals
themselves need to work with the general population using their administrations to acknowledge
growth regions (Rycroft-Malone et al., 2015). Working together would have ensured that this
open situation would develop rapidly. According to Mr Ian’s case, it was clear that
correspondence between LTT, R&R, REP and SPOA was not at the peak stage. The
collaborative gap in this regard led to overlooked signs of Mr Ian's demands.

The cooperative work would have enabled the associations to form the consideration of Mr Ian
from a gradually thorough view. The goal of all therapeutic and human services professionals
should be the equivalent in this scenario: to provide patients with the best consideration. This is
easier to achieve with inter-professional synergy. Instead of having individuals think about them
alternately, patients have a group on their side from the outset, working together to provide care
with enduring results.

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Collaborative work can lead in huge favourable results in the health and social care industry and
therefore the government has implemented countless agreements to ensure a superior outcome
for healthcare professionals. Approaches, for example, have helped SOVA (Safeguarding
Vulnerable Adults) take adequate consideration and secure the general population at the time of
their health care (Singh et al, 2017). SOVA protects local specialist's concerns and records
patient insights right away. If the patient is found to be helpless, timely action is necessary to
address the problems. Different approaches, for example, Deprivation of Liberty Safeguards
(DoLS) is also a prime model of how Mr Ian's instance could have been managed, as the
approach states that there should be no restrictions and the patient should be allowed the
opportunity, despite being continually supervised.

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LO3 Be able to evaluate the outcomes of partnership working for users of services,
professionals and organisations in health and social care services

3.1 Assessing potential partnership results for service users, practitioners and organisations
In this outcome of the assignment, a probable partnership of service users, organisations and
practitioners and its result are to be evaluated through citation of both positive and negative
outcomes. Besides, the barriers of partnership work (PW) should be analysed in this process
along with identification of the possible recommendations in dealing with those barriers (Slade,
2017). Taken the case study of Mr. Ian, this section will analyse all the advantages and
disadvantages of collaborative working from the aspect of service users and professionals are
assessed and discussed through critically analysing the outcomes of the partnership amongst
Local Authority Long Term Team (LTT), Review and Reablement (R&R) Team, Risk
Enablement Panel (REP) and Single Point of Access (SPOA).

According to Dickinson and O'Flynn (2016), when a bunch of different organisations work
together collaboratively to reach to a common goal, that collection is considered as a partnership
work. In case of health and social care, the partnership work involves a vast range of parties
including legal enforcement and medical authorities of local area, medical facilities from
government and private organisations, related educational system and others. Such workings
allow the organisations to share valuable resources and information as an advantage, which
eventually lead to reduction in operational cost. Most of the time, a single organisation finds in
impossible or difficult to bring improvement in its service quality. Hence, collaborative work
helps the organisations through making the resources of other organisations accessible and this
naturally improves the level of quality in service, just the way it happened in the treatment of Mr.
Ian. Slade (2017) has opined that such overall improvement gradually pushes every organisation
towards empowerment, patient-controlled analgesia, and autonomy among other outcomes as
service users. Professionally, collaboration makes their provision of service coordinated and they
achieve more professional approach to the delivery of service. As a team, they perform through
making clearance about the roles and responsibilities of each and every person related to a
healthcare case.

However, partnership working might induce some negative impacts while handling a critical
case like Mr. Ian. Negligence and abuse to the service users are the outcomes that directly affect

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the mental health of the patient and gradually it impacts the physical health too. Apart from that,
overloading of information by the medical personnel regarding the user and sharing it with
another organisation definitely create confusion in service user, as well as the professionals.
Miscommunication is one of the most crucial negative outcomes among the partnership
professionals, leading to harm the service users (Dickinson and O'Flynn, 2016). The failure in
effective communication among all the organisations working together to cure a patient’s mental
and physical health might impact largely in service user side which obviously will lead to harm.
As per the case study, the REP did not evaluate the issues of practices including safety of the
staff, investigating about the capacity of the service user, legal frameworks and responses
towards the desires that Mr. Ian has expressed. Now, as the case was being dealt by collaborative
work of all the organisations, it was not clear which team was responsible for the mentioned
issues, which created work pressure, frustration and confusion among the staff.

3.2 Analysing the prospective challenges to partnership working in health and social care
services
Wide range of challenges emerges while discussing and analysing partnership working in the
sector of health and social care in UK. The identification of those challenges is important as this
would bring out potential strategies to overcome any issues in future while dealing with critical
treatments like that of Mr. Ian. In the operation and controlling of PW, these challenges create
barriers in the way of developing effective service deliverance (Pomey et al., 2015). Professional
barriers can be exemplified the way the employees of an organisation provide information to
each other and maintain their relation and contact with another organisation working in
partnership.

This very situation, mentioned above, created a huge cavity in the process of handling the
concerned case as the miscommunication among service user and professionals of all the four
organisations along with medical practitioners led to confusion due to lack of collected
information regarding the proper systematic report of treatment. Conflicting policies are also a
big example of prospective issues in partnership workings in health and social care. Every
organisation contains some different policies and practices at some points which may turn to be
confusing to the workers on what policies and practices they should follow (Tracy and

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McDonald, 2015). Besides, values and attitude of the staffs are discouraging in the process of
building effective partnership.

3.3 Strategies to enhance outcomes for partnership working within health and social care
services
The most significant and effectual of the strategies which will assist in improving the outcomes
of PW and demolishing the barriers is the creation of a standard communication system amongst
the organisation delivering health and social care service in collaboration. In this process, a
registration system for service user or a synchronised system for patients throughout history with
personal files should be included. Following this procedure, each partnering organisation will be
able to get access to entire data about patient using one source. According to World Health
Organization (2015), appropriate communication system will assist in avoiding confusions and
misunderstandings that might occur in the healthcare organisations. Another successful method
for developing partnership outcomes is building proper goals and objectives. The roles and
responsibilities of all the employees should be made clear to them. The organisations should also
follow the strategy of elimination of differences in their practices and policies through creating
common standards and reconstructing and reorganising them (Smithies and Webster, 2018).
Along with that, the collaboration between health professionals of organisations working in
partnership needs to be closer and all of them should work hand in hand for bringing solutions to
take care of the cases individually.

As experienced from the case study, it can be seen that miscommunication is the key point of all
the issues created in the treatment procedure of Mr. Ian, along with lack in flow of proper
information among the organisations. For over a period of time, this confusion and frustration
among the teams carried on and when SPOA got to manage the case, they did not receive proper
case report. This entire scenario of unprofessional service which led to the death of the service
user, would have been avoided if they followed the strategy of setting up systematic
communication channels inside the across the partnering organisations.

Conclusion
A quality service in health and social care is liable for high level performance which should be
focused on the service users and their wellbeing at any cost. The organisations, providing such

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services, must share a common ambition of delivering the quality in their service, which is
followed by co-working and sharing the resources and knowledge. An aim to provide
exceptional patient care through adoption of vast culture on the basis of team work is to be set
and specific values and principles must be shared. Most importantly, a proper, methodical and
synchronised communication system among the team members of each partnering organisation
should be considered to be the heart of the care.

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