Partnership Working Essay

Partnership graze is essential when providing someone centred patronise and it also the only way to address some of the govements most gainsay long term hearty objectives. The national service frame work for erstwhile(a) batch 2001 (24-25) also outlines expectations or so merged working act as between wellness work and social cargon agencies working towards a single sound judgement process and nubt commissioning. The health act reinforces the splendor of sum workingThe white reputation July 2012 also state to the highest degree working together long term paths and goals for a single assessment proses all working together to condition all ask are met and people are in control know where to go and how to rise to power making it easier to get what you need and when preventing delays omit of behave the wrong back up etc.Change work in fusion and provide the go people need and want in a streamlined and right away doorible manner. When organisations work clos ely together it has a positive affect on peoples lives. When they develop shared protocols and co-ordinated interventions, people are suitable to accession and use work more(prenominal) than easily and soundly. It requires innovation and leadership and leads to cut back time, follow and duplication as well as simplified and favorable services, which improve wellbeing. Successful federations need will address the tensions between structures and cultures particularly in relation to national targets.They need to face the challenges associated with integrating services that are based on fundamentally unalike principles of governance and different types of central and topical anaesthetic government accountability. The outcome is al slipway to improve the feeling of life and improved health and emotional wellbeing for all psyches utilize or needed services. At a time when the whole of the frequent sector must find signifi enkindlet savings, reports are saying that integr ated working across health and social make out offers opportunities for efficiencies and improvements to services. Without it there is a risk of duplication and cost shunting where savings made by bingle organisation or sector create costs for others. And a lack of integrated working means that people are less believablyto receive the ruff deal out.Some of the Befits of high-priced confederation working being able to offer a whole informed serviceorganism able to tap in to resource which other agency handgrip which leads to a better outcome for the service drug userAssistance and service from appropriate people single assessment approach helping the individual reduce the need to repeat their story to different professionalsClear roles and responsibilities being able to put in place effective and safe practices a smooth confidentiality and tuition share services user has a legal and incorrupt right to know what information is being shared regarding themThe sharing of ac quaintance and good work practicesServices user and stave know when to access further support and how to gain that it in turn providing both with more confidence and better service prep and better outcomes for the services userBenefits for peopleServices designed to meet peoples needsImproved choice and controlIndependence and inclusionTargeted helpBenefits for partnerships sharing of knowledge and understandingPools resourcesReduced cost, time and duplicationStrong local ownershipBenefits for organisationIncreased capacity to deliver community servicesIncreased satisfaction with the serviceImproved performance assessment astir(p) information sharing between professionals.Improving the efficiency of the care system as a whole.Co-ordinating the provision of care.Improving the readiness and commissioning of care so that health and social care services complement quite a than disrupt each other.Some of the general Problems with partnership working disdain the introduction of govern ment legislation and initiatives during this time to promote closer multi-agency partnership working there is stillA lack of information sharing across agencies and servicesDuplicated assessments to identify needs and subsequent provision ill co-ordinated integrated activities across agenciesToo much buck passing and referring on of clients between agenciesA lack of continuity and inconsistent levels of service provisionUnclear accountability.Despite longstanding support for joint working, it has been beset by problems across all client groups that have been found. Delayed discharges from hospital, mainly of older people. These occupy cases when a patient quite a littlenot leave hospital because of the unavailability of health or social care services in the community or because of administrative issues within hospitals. NHS cuts to continuing healthcare. This has led to disputes between NHS and social care professionals and shunted costs on to councils, who often have to fund care packages for people no daylong fully funded by the NHS. The break-up of community mental health teams. In some areas of England councils have withdrawn social care staff from mental health teams, run by mental health trusts, because of cost pressures or concerns over trusts approach to issues including adult safeguarding and thepersonalisation of care. A lack of NHS affair in child protection and a lack of co-ordination of health and social care services for children. Pooled budgets have not translated into improved outcomes.Formal partnership arrangements in some areas have been scrapped following disagreements between partners. More generally, barriers to good partnership working include health and social care agencies set well-nigh different government performance regimes. Health and social care agencies victimisation different IT systems. Cuts in one budget creating demand pressures in the other. Health and social care staff being on different foothold and conditions in integrated teams. Policy and legislation on joint workingSome of the agency challengesFinancial resources conflicts within or between agencies, a general lack of funding, concerns about sustainability, staffing.Roles and responsibilities understanding the roles of others, conflicts over areas of responsibility, the need to mint beyond existing roles.Non-financial resources Time, staff, Communication, Being able to talk to the right person at the right time, All parties getting the information, Build the communication cogitate up, Getting the right people together.Professional and agency cultures Polices and procedure, training, ways of working, pay knowledgeManagement how the management work, how they train and inform the staff the working philosophy, support, structure Government intentions and initiatives towards partnership working Under section 75 of the NHS puzzle out 2006, NHS bodies and local authorities in England jakes pool budgets, join together their staff and manag ement structures or delegate commissioning responsibilities to each other. The Local Government and Public Involvement in Health Act 2007 require primary care trusts and local authorities to produce joint strategic needs assessments of the health and well-being oftheir populations.This should shape joint planning of services. The Health and Social Care Bill would establish health and well-being boards in every local authority area to co-ordinate the The 10-year plan for social services, published in 2011, also includes plans to drive integration, for instance by requiring councils and health boards to jointly commission and arrange enablement services, to support people to obtain independence. Good practice in joint workingThe while paperNo secretsOutcomes inspected by CQC. etc.What is working in partnership and why is it importantPartnerships are about a way of working together rather than about a way of meeting together they involve the dissolution of organisational service and sometimes geographical boundaries and are about overcoming the constraints that these can place around effective outcomes and behaviour Partnership is therefore about focusing on objectives and outcomes that require considerable mutual understanding and trust in order to achieve them, including an awareness of the way in which they can contribute to the objectives of each organisation Crucially, this is likely to mean that the activities of individual fractions and member organisations will be carried out in a way that contributes wider benefits and longer term gains than if they were carried out in isolation.Partnership working is perhaps best seen as a spectrum, ranging from in prescribed networking forums, consulting and sharing an information and intelligence, through to formal strategic alliances where partners come together to achieve common goals by ever-changing the way that they work. It is critical for partnerships to understand where they lie on this spectrum as it will shape the way the partners work together, the commitment required and the achievements expected.There can often be confusions among partners about the nature of the partnership and this can hard undermine progress. Partnerships should focus on doing those things that only they can do by working together and that no-oneelse can do better or more efficiently on their own. They should ensure that all the required members are round the table and that they are represented at the right level, and that they have ways of drawing on a much wider range of insights, experience, perspectives and expertise.Organisations should encourage and support partnership working across all their staff. They should offer opportunities to develop partnership skills and they should recognise and reward effective partnership behaviour.Good training and information on partnership working to staff so they can ensure good partnership working that they have the knowledge to support the services users and their f amilies to ensure on going best support and practises. The more partnership working we as an organisation can do the more effective safe and services user focused sevice we can deliver. Partnerships need to note a strong connection to clients in terms ofBeing able to draw on the service user experience of support and the intent to which this helps them make progress in their lives Creating ways of involving service user in the design of services Capturing the difference that services user perceive in the accessibility, quality and coherence of services.