PARTNERSHIP

WORKING IN HEALTH
AND SOCIAL CARE

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Learner Name O.M.Rasika sampath lakjeewa
Learner Registration No.
Study Centre Name FIRST FRIENDS CAMPUS

Qualification Title OTHM LEVEL 5

Unit Reference No. L/617/2660

Unit Title Partnership Working in Health and Social Care
Word Count 4000
Submission Date 22/5/2023

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2. I acknowledge that my assignment will be subject to electronic scrutiny for academic honesty.
3. I understand that failure to meet these guidelines may instigate the center’s malpractice procedures risk
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Date:22.05.2023 Date:

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Task 1 of 2
Partnership Working in Health and Social Care

It is characterized by mutual respect, clear roles, information rights, accountability,

competence, and the value placed on individual contributions. In summary, power is shared,
decisions are made together, and roles are respected in addition to being supported by legal and
moral rights. Each partner is also seen as having something to contribute (The King’s Fund,
2009). Coordination, cooperation, and most importantly, open communication between
partners are necessary for partnerships in the health and social sectors to be successful in
providing services to service users.
The simple definition of partnership working, which encompasses a wide range of activities, is
two or more organizations working together to achieve a common goal. Even if it is not always
equal, there is always a division between financial responsibility and authority. (Spreading
influence or control to some extent. 2010's Community Change).
Partnerships are used by people in the public, private, and nonprofit sectors. They will work
with the people they are helping, their carers, family and friends, colleagues, and other team
members. There are also advocates and people who are part of faith and support groups. They
can help encourage and improve partnership work by promoting key principles like shared
values, agreed goals or outcomes for the people they help, and regular communication. Shared
values include the desire and commitment to work with other people. Also, they must always
put the people they help first in their work and be willing to learn new things and change the
way they do things.

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 According to Dr. Hugh Annett, partnerships are about respecting one another. Following
diagram shows how Asiri hospitals deliver services.

Social workers

Personal Care Investors

Home care Legal Authorities

Health care Staff and administrative

staff Community and patients

External institutions/ Social

Workers and shared services Laboratories

Financial institutions
Health care professionals

External institutions/ Social

Workers and shared services

One way to start is to get people who use services more involved. This means getting feedback
on services, asking people what they really want and what works or doesn't work, and then
changing things to make them work better. But co-production is much more than that. It means
giving people who use services an equal chance to decide how to run them better, the way they
want them to be run, not the way we think they want them to be run.
Direct care jobs often require different knowledge and skills than management and leadership
jobs because they focus more on the care and support needs of the person and less on things
like staff rotas and supervision.A team leader or supervisor is in charge of leading or keeping
an eye on a group of care workers to make sure they give good care and support. A registered
manager will be in charge of running the organisation day-to-day, making sure it meets
standards, and taking care of budgets and contracts.A specialist practitioner might only work
in one area of care, like dementia or end-of-life care, and be in charge of training staff and
putting in place policies and procedures.

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A social care prescriber connects people in the community with non-medical help to improve
their health and reduce social isolation. A welfare rights officer helps people with things like
housing benefits, disability living allowances, employment benefits, and how to get help paying
their rent.

A support worker or care worker helps people with all parts of their daily lives, such as social
and physical activities, personal care, getting around, and fun things to do. Care workers might
work in a care home, in people's own homes, or out in the community. Care workers who work
in the community are sometimes called "domiciliary carers," and their jobs often require them
to go to different homes.
A social worker helps people figure out what they need and gives them advice and help. They
also work closely with people who work in social care and give them advice about what kind
of extra care a person might need. Occupational therapists help people with physical, mental,
or social disabilities do everyday tasks by rehabilitating their bodies or giving them extra,
specialised equipment for daily living. Registered nurses may need to do clinical tasks for
people in the community or in a nursing home or residential home. Support staff, like
housekeepers, cooks, and administrative assistants, also play important roles that don't involve
direct care.

Key elements of partnership working with external organizations,

colleagues, the individual, and families

Openness, trust, and honesty, established mutual goals and values, and ongoing communication
between partners are the guiding principles of partnership working. The key to achieving better
results and more affordable local services is partnership working.
For effective service provision you need power sharing, consultad joint ways of working to
make promote autonomy with individuals. We all need to be aware of our own strengths and
weaknesses and how they relate to the others in the partnership
Effective working partnerships involve many features including
 Trust
 Effective listening skills
 Respect for the skills and contributions of the other partners
 Communication

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  Empathy
 Realistic expectations
 Honesty
 Clear policies and procedures
 Clear objectives
 Working to agreed practises
The majority of partnerships have these characteristics in common. Everyone involved has a
personal interest in a partnership of some kind. Each partner is contributing to the same
objective. The ethos or set of values shared by the partners is similar. The partners collaborate
for a sufficient amount of time (Rabiee and Glendinning, 2010). Each partner recognizes the
importance of the other's contribution. The partners have mutual respect and trust. Long-term
or short-term partnerships may be formed to address particular problems. The key components
of a successful partnership are openness, trust, and honesty, as well as clearly defined shared
objectives and ideals, as well as consistent communication between partners (The King's Fund,
2009). Cooperation in partnerships is the key to getting better outcomes and more affordable
local services.

1. An evaluation of the importance of partnership working with External

organizations, Colleagues, the individual, and families.

The creation of a patient one-stop shop is one benefit of integrated health and social care
teams, among others. a location that is nearer to the patients' homes.

A wider range of services and quick access to the team member with the highest level of
expertise. increased independence, choice, and support for service users' careers. People's
right to remain in their own homes is supported (Marshall and Olphert, 2008). an
improvement in the sharing of patient information. reduction of redundant assessments and
services. a clearer understanding of the functions and contributions made by the team when
providing care. a rise in professional and volunteer support staff job satisfaction. the
development of a workforce with a range of abilities. improved use of the skills of front-
line professionals and a reduction in overlap among support workers (Marshall and Olphert,
2008).

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For social and health care, performance metrics and a common evaluation framework are
needed. fewer admissions for emergencies, shorter hospital stays, and fewer admissions of
patients with ongoing medical conditions.

Facilitating an early and secure hospital discharge can have a tangible impact or reduce
risk. the establishment of a broad category of social and health care positions. a rise in the
retention of the support staff. more effective resource sharing and monitoring of patients
who are challenging to reach. shared learning between organisations.

Other advantages of working in partnerships include,

Some advocates and people areossible by organisational collaboration. This has advantages
from both a strategic and an operational standpoint, as it makes it possible to provide a
service that is satisfactory in every way and also makes it possible to:

Joint Service Delivery: When the various facets of service delivery are combined, a once-
in-a-lifetime chance to produce cutting-edge, futuristic concepts for the provision of local
services and to encourage greater ownership presents itself.

Service providers can pool their resources, efforts, and managerial time to share resources
and achieve economies of scale. Through this procedure, efficiency is attained.

By cooperating with one another and concentrating on a single objective during their time
working together, partners can develop a shared understanding of what they want to
accomplish and how they plan to do it. The service's users frequently have an impact on
how it runs.

Momentum: Working in partnerships gives organisations the chance to exchange ideas and
coordinate their efforts, which encourages innovation and accelerates the pace of progress.

Funding: Partnerships help a wide range of organisations achieve their objectives of

receiving funding and adhering to legal requirements.

Effectiveness: Over time, and in addition to the time and money invested in providing a
specific service, working in partnerships can add a "special touch" to that service's delivery.

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2. How to overcome barriers to partnership working
Working in partnerships is especially important when it comes to health and social care, as
doing so across agencies can be difficult. Poor communication, misunderstandings, and
frustration may result from a lack of understanding of the respective roles, responsibilities, and
duties as well as the structure of the various agencies and professions. To improve the outcome
for the service user, we must work through funding stress, jealousies, and bad policies and
procedures, among other challenges. Partnership working can be challenging when there are
perceived status differences between individuals, and some agencies feel threatened when
asked to participate in more democratic decision-making. Working successfully with
individuals from various professional backgrounds and with partners from the larger health and
social care sectors requires skill and knowledge.

The obstacles to partnership working can be removed in a variety of ways.Here are just a few:
shared goals and objectives; joint protocols; agreement on roadblocks; roles and
responsibilities of other agencies; sharing of information; joint training; team-building
activities.
If we all acknowledge that there are barriers to partnership working and can identify those
barriers, as well as which ones we can and cannot control, partnership working will produce
the intended results.
The effective operation of partnerships is hampered by a number of factors. Families may have
experienced a range of outcomes with assistance from a range of experts, ranging from
excellent and supportive to subpar and challenging to manage. The families' perceptions of
receiving support may have been impacted by these experiences. Because they are not included
in the services that are offered, like short break services, some of them must fight to access
services. the incapacity of services to adjust to the different needs of various families. a method
referred to as "crisis management" Support is ineffective for those whose actions are
challenging to control because when one challenges the authority of others, one runs the risk
of being branded as disruptive.

Lack of communication tops the list of factors that make it challenging for health professionals
to collaborate with other experts in the health and social care setting. Different things can
demonstrate how challenging communication is. The use of computers or the phone system,

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for instance, may be difficult for carers (Rabiee and Glendinning, 2010). Or, when staff wants
to contact outside health professionals, they don't have the proper contact information.
Every organisation has unique strategic objectives. Consider leaving the hospital as an
illustration. In order to free up beds for those who truly require them, patients should be
discharged as soon as they are in good health (Holm, 2002). Meeting the needs of the residents,
however, is more crucial from the perspective of the care facility. Therefore, it is possible to
find approaches to deal with these organisational differences by Common objectives were
accomplished as a result of improved mutual understanding of roles, responsibilities, and
difficulties. Continuing with the previous illustration of going to the hospital and leaving, a
care home can collaborate closely with a nearby GP or even with hospital staff to develop
strategies that everyone can agree on to prevent going to the hospital.
Barriers must be removed if the organisation is to achieve its goals and build lasting
relationships. Such obstacles can be overcome by being truthful and open, fostering a culture
of trust and respect, valuing others, keeping people involved, and preventing others from
feeling self-conscious about their position or reluctant to share information.
If you want partnership working in health and social care to be as effective as possible, there
are a few things that you can't ignore, just like with any other mutually agreed-upon method of
working. Below, I'll go into more detail about them and offer solutions.
When working in a partnership, it's critical to be aware of any obstacles that might stand in the
way of advancement (Curreri, 2019). Organisations in the health and social care sectors can
employ strategies to get over obstacles by understanding the different kinds of barriers. Barriers
can arise as a result of poor communication, cultural differences, a lack of trust, and when
partners have opposing agendas and objectives.
When there is a lack of clarity or understanding between partners, communication barriers may
develop. Making sure that communication is clear and concise is crucial for overcoming this.
It may be necessary to use additional services to facilitate partner communication. For instance,
a senior may need to use a translation service if they do not speak Sinhala (Holm, 2002).
When partners come from different cultures and hold different values and beliefs, there may
be cultural barriers. To get past this, it's critical to respect one another's cultures and look for
areas of agreement.
When there has been a history of conflict or when partners feel unheard, barriers may develop.
To get over this, it's critical to establish trust between people by being open and honest with
one another (Marshall and Olphert, 2008).

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Successful partnership work has greater significance. Honest and open communication,
Acceptance of one another's challenges , Recognition of one another's expertise ,accessible
information (free of jargon, etc.)

When scheduling meetings, take into account the family's other obligations and adjust the time,
date, and location accordingly. Respect unique family characteristics (such as culture). Include
family members who have careers or are related in training. Keep lines of communication open,
even if you disagree.

By improving partnership working, you can achieve greater equality, respect for one another,
mutual satisfaction, and more efficient use of everyone's time. You can create a relationship
that is empowering, supportive, and constructive when everyone works together to achieve the
same goals. Most importantly, you should make things better for the person who has a learning
disability and displays challenging behaviour.

3. How to deal with conflict that may occur in partnership working

Probably all of us have experienced some sort of conflict in our lives. Life involves conflict. It
doesn't always come out in the open, and occasionally it can bubble up dangerously below the
surface. Conflict is defined as a significant disagreement or argument between two or more
parties that lasts for a significant amount of time and whose ideas, needs, or goals are
fundamentally opposed (Curreri, 2019). People may fight when they express their
disagreements in a direct manner.
Conflict can arise for a variety of reasons, and a health and social care setting can bring a
variety of people together in a situation that is notoriously difficult (Curreri, 2019).
Consequently, it is likely that there will be power struggles, personality conflicts, unequal
expectations, and disparate ideas and beliefs.

Additional physical and emotional stress can exacerbate any source of conflict in settings
related to health and social care. The majority of the staff members work jobs that consume a
lot of their time and energy. People who use the services frequently rely heavily on the staff's
care and attention, and those who are ill or have less independence frequently experience

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anxiety. Family members might have their own opinions about how to care for the members of
their family. A fight is more likely to occur when all of these factors are present.
Conflicts can take many different forms, and some are more likely to occur in particular
circumstances than others. Here, we'll examine five potential sources of conflict and how they
might manifest themselves in a setting that provides health and social services.

When two people disagree on the importance of the information, have insufficient information,
or both, people will argue over it. This can be very frustrating in the health and social care
sector because it has a significant impact on both the care provided and the individuals
providing it. Examples include mishandled handoffs, missing prescription information, and lost
or missing medical records.
Conflicts over values arise when individuals hold opposing viewpoints or attempt to impose
their own values on others. Although a health and social care worker may believe they should
be able to provide a certain level of care, time or financial limitations may prevent them from
doing so. Values are typically not negotiable, which can lead to conflicts between a staff
member and the person they believe to be in charge.
When two people have competing interests for the same resources—such as time or money—
they are said to be in conflict. They may believe that their needs are more important than others'
or that staff members are not using their time fairly, whether they are service users, patients, or
those close to them. This might exacerbate interpersonal issues.
Relationship issues are frequently brought on by negative emotions, mistrust,
misunderstandings, or poor communication. These arguments may result from a variety of
factors, including emotions or demanding circumstances.

Structured conflicts can be brought on by animosity between individuals, a lack of

opportunities or resources, or the organisational structure. There may be a lot of staff turnover
in the health and social care industries. It can be simple for people with difficult jobs to feel
undervalued, under-resourced, and without support or opportunities for advancement when
there aren't enough people to do the job and demand is high.
If you work in the field of health and social care and must resolve a dispute with a coworker,
consider the following:
• Be composed when speaking and acting.
• Make an effort to employ empowering confrontational techniques.

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• You can seek advice from a manager or mediator, or, if appropriate, just ask to speak with
them.
• Select a spot that is impartial and far away from your clients, patients, and their families.
• By listening, clarify the situation for both parties.
• Cooperate to find a solution and ask for assistance when necessary.
• Thank them for their attentiveness.
Service users, residents, and families can all gain from learning how to handle conflict with
confidence. Some advice: Avoid conflict. The objective is to come to a consensus to put an end
to the conflict on both sides, regardless of whether you feel wrong or right and want to make
your point.
You can comprehend by accepting the other's viewpoint and your own errors.
Conflict can result from feelings. Be sympathetic and keep in mind that emotions can make a
problem worse.
For a solution, concentrate on the problem, not the person. If you concentrate on them, they
might feel attacked.
Conflicts get worse when people yell. Be present to make things better.

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Task 2 of 2

1) The contribution you can make to develop and improve partnership working.

It is crucial that we collaborate with all the people involved in the service user's care to ensure
that they receive the best support and care possible and that the service user receives a person-
centered approach. Before talking about inter-agency cooperation and participation, it's
important to think about how we can encourage individual empowerment and participation.If
the service user does not feel that their opinions and wishes are taken into consideration, then
having a good working partnership is useless and the likelihood of a successful outcome is
greatly diminished. As a manager, I should have good communication skills since these are
necessary to involve all (significant other) including carers, relatives, families, and advocates
in a partnership. Other people might be able to provide helpful information to support our
work, and we might be able to provide helpful information to support their work with the
person.
An illustration of effective teamwork would be if a service user's relative could provide us with
knowledge about their preferred methods of behaviour. This is crucial because it gives the
person a voice and allows them to receive the support they desire.
results for service users
• A favourable outcome will lead to enhanced services, autonomy, and well-informed decision-
making.
Negative outcomes include abuse, neglect, harm, retaliation, misunderstandings, information
overload, confusion, frustration, and disempowerment.
There are many theories on how to collaborate in order to achieve the goals and objectives of
service users; these theories cover topics like teamwork, avoiding social loafing, avoiding
group thinking, and supportive approaches.
Working in partnerships is crucial for everyone involved and has many advantages. The
experience of the service user can be improved by working in partnership because barriers
between the service user and the provider are reduced, enabling open communication and the
fulfilment of the service user's wishes. This enables the service to be provided more
successfully by providing holistic care, working with the individual and their family to meet
their social needs, and understanding and implementing their personal preferences through care

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plans. Working with outside organisations enables the needs of service users to be met on a
larger scale (Connors & Maclean, 2012).

They would suffer if they used language that the people they assist, their carers, family, friends,
volunteers, or employees of other organisations might not understand. They are asked to keep
things a secret, pay attention to what others are saying, and express their gratitude for what has
been done.
Increasing the participation of service users is a good place to start. Receiving customer
feedback on services will allow you to better understand what the public wants, what functions
well, and what doesn't. Contrarily, co-production entails much more. Giving customers a fair
chance to decide how services should be run better based on their preferences rather than how
we believe they should be run is what this means.
While it's best to avoid discussing personal matters at work, some people in need may need to
feel at ease in their presence, particularly if they provide personal care assistance. It is not
necessary for them to discuss or inquire about their personal lives in order for their professional
relationships to advance. Talk about the upcoming holidays, remember each other's birthdays,
and enquire about each other's grandchildren to deepen your bond and get to know each other
better. Working together will be simpler and more fruitful as a result.

2)An evaluation of your strengths and weaknesses in relation to partnership work has
shown in the table below.
Strengths weaknesses
 Aid recruitment  Large group
 Built mutual trust  Lack of identifiably
 Build a productive and happy work  No individual evaluation
force  No individual or group standards of evaluation
 Select develop and retain a high  Task is to easy, boring or the same as others
performing team  No individual or group incentives
 Raise self-awareness and personal and  Individuals contribution not needs or necessary
team effectiveness  Unclear goals and structure
 In all partnerships you will find what is  Untrained staff
called social leafing when one member  Lack of resources
put less in to the group and believe that
there underperforming will not be
notice within the group.

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 2) Ways to improve your own practice through preparing a development plan using
the outcomes of your evaluation in item.

Development plan

 Individual identifiability
 Individual group evaluation
 Individual or group standards of evaluation
 Individuals contribution essential
 Individual or group incentives
 Small groups
 Task is difficult, interesting or different from others
 Familiar group
 Develop team-building skills for the staff
 Develop soft skills and spread good qualities among
the staff
 Get together, collaborate with all the parties, and talk
about the goal achievement.
 Update resources and plan well
 Define the clear structure

3) How to review the effectiveness of partnership working in achieving the agreed

outcomes.
Data needs to be gathered from both internal and external sources, and then that data needs to
be analysed. Market research and customer satisfaction surveys are examples of internal
sources, whereas reports, audits, and reviews are examples of external sources. The qualities
of the partnership, such as its dependability, communicative prowess, capacity for
collaboration, and reputation for innovation, should also be taken into account (Yang et al.,
2007).
The very first thing you should do when conducting an evaluation of the partnership
agreements and contracts you have in place is compare the effectiveness and value of the
partnership to the goals, indicators, and metrics that were previously established. Data needs
to be gathered from both internal and external sources, and then that data needs to be analysed.
Market research and customer satisfaction surveys are examples of internal sources, whereas
reports, audits, and reviews are examples of external sources (Yang et al., 2007). The qualities
of the partnership, such as its capacity for collaboration, communication, and trustworthiness,

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should also be taken into account. You will gain a better understanding of the partnership's
benefits, drawbacks, opportunities, threats, as well as the areas where it has room for growth
and development, as a result of this activity.

Recognising my own limitations and discussing any worries I have with the team are crucial
as a manager. Team meetings are a good way to exchange pertinent information, come to team
decisions, and support and assist team members. Additionally, you can use tools for
communication to keep the team updated on goals and progress. It is important for me to stay
up to date with my knowledge so that I can impart it to the team because one of my
responsibilities as a manager is to keep the policies and procedures updated.
The team is able to work as a unit and find solutions to carry out their responsibilities without
friction when everyone is involved.
When working with the team, I need to negotiate and make concessions in some areas, but one
of the most important things is to be clear about what I am trying to accomplish and what the
team is responsible for. Everyone needs to know what is expected of them.The needs of the
service users must be considered when setting goals and establishing targets because they are
our top priority.
I am demonstrating to the team that I value their opinions by encouraging relationships that
respect their ideas and viewpoints. This will be accomplished by holding team meetings where
members can express their ideas, we can all provide feedback on teamwork, and we can
develop and agree on goals. By doing this, I can foster relationships among team members, and
everyone on the team is aware of the team's goals and how their roles relate to those of the
agency. Additionally, if the team is aware of the objectives and has shared goals that everyone
is working towards, they will function better as a unit.
I can create a personal inventory of my skill strengths and weaknesses using a self-grading
system. As a transparent and active manager, it is possible to assess my strengths and
weaknesses by encouraging and establishing procedures for receiving team feedback on my
managerial abilities. I would also give the team the chance to voice their opinions.

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