WORKING IN

PATNERSHIP
In HSC

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TABLE OF CONTENTS
INTRODUCTION...........................................................................................................................3
2.3 Explain how differences in working practices and policies affect collaborative working. . .3
3.1 Evaluate possible outcomes of partnership working for users of services, professionals and
organizations. .............................................................................................................................4
3.2 Analyze potential barriers to partnership working in health and social care services. .........6
3.3 Devise strategies to improve outcomes for partnership working in health and social care
services.........................................................................................................................................6
CONCLUSION ...............................................................................................................................7
REFERENCES................................................................................................................................9
BIBLIOGRAPHY..........................................................................................................................10

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INTRODUCTION
Working in partnership is associated with building professional terms which are mutually
advantageous that helps in improving the quality and skills in health care sector. Failure to work
in partnership is a well-known problem for the health and social care services around the world.
The main problem of the improper partnership is lack of information. The increase in aging and
fragile population in many countries, including UK, is an obvious reason for such partnerships to
be created. Creating such a partnership to organize proper services for service users and their
families turns out to be a complicated task in both political and managerial terms (Mello, 2014).
With the partnership between professionals of health and social care, the quality and efficiency
of services can be enhanced. In this report, the results and impact of partnership between health
and social care organizations on the users, professionals and other organization will be provided.
Further, various barriers that can impact partnership between health and care sector will be
detailed out.
2.3 Explain how differences in working practices and policies affect collaborative working.
Mergers have always been a hardship for health and care sector due to their large number
of size. There is a large number of reasons why they will need to go through a great amount of
problems before the system will start working. Even more time and effort will need to be put into
this reorganization in order for it to start working properly (Bryson, 2011). Due to difference in
policies and working style, the merger between two segments become more difficult. Each one
of them has a special working practice which they must have to follow in order to maintain
organizational objectives. For instance, focus of health care providers is on improving the health
of individual by minimizing their expenditure, in the contrast to partnership working,
organization must have effective coordination with police, law authorities as it help in carrying
out risk assessment procedures which could affect working together (Welch, 2015). At the same
time the social care workers have a different practice. They are more focused physical and
mental health of the service user. They deal with the emotional attachment of the users that may
affect working with health care professionals as well. Due to this, when the two companies are
merged, there is bound to be a goal conflict. The health care service provider will continue
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getting the quickest results, while the social care provider will be holding the user more in care
center to examine its emotional wellbeing.
National and local policy documents make it possible for organizations to understand
ones position and policies and facilitates in working collaboratively effectively (Cheung-Judge
and Holbeche, 2011). Even though both of them have similar functions, their relations to the
service users vary greatly. Accordingly, the changes in policies will effect not just the
collaborative working of the organizations, but will also affect the way the users get their
services, which is not necessary for the change for the better (Samuel, 2011). The smooth
operation of the two organizations will be hindered by the forced changes in working practices
and policies. NHS, Government and other agencies have been working hard and issued policy
documents to make it easier to work together, effective and collaborative strategies have been
designed for organizations to follow which could improve partnership working within the
organizations. However, once the practice is tuned out properly, the result will be satisfactory for
all the parties, since the working practices and policies will be unified. Further, by working in
partnership the overall cost can be minimized for both the organization as they will share the
resources. Also, it will help in enhancing the mutual cooperation and coordination that will help
in attaining the common goal. (Mello, 2014).
3.1 Evaluate possible outcomes of partnership working for users of services, professionals and
organizations.
Service users
Since a service user is often in need of both social and health care services, he or she will
benefit from the improved type of services furnished by the health care provider. The service
users will feel empowered to solve their own problems with the help of a qualified professional
(Bryson, 2011). The partnership will facilitate transparency among users to enhance the quality
of services therefore, service users can participate in important decisions regarding development
of regulations and benchmarks (Pynes, 2013). However, when two organizations will start
working together there will be a part of service users completely neglected due to chaos created
by reorganization. There will probably be cases of abuse and harm since many new workers will
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need to be hired to keep the partnership working and not all of them will be properly trained in
time. Miscommunication, confusion and frustration will be following the service users at least in
the beginning of the reorganization. Duplication of service provision will probably provide a
feeling of dis empowerment for the service users as well (Spiegelman and Barrett, 2013).
Professionals
Due to partnership the professionals will get coordinated service provision and
professional approach of the supervisors. However, initially the partnership may result into
confusion of roles and responsibility. With effective partnership strategies, clear roles and
responsibilities, organized communications and efficient use of resources can be ensured (Welch,
2015). Since they will receive enough information there will not be any duplication of services,
unnecessary work and they will have more chances to prevent mistakes. This will save the time
and efforts of both the parties. All this is possible if, the work of two organizations is arranged
properly (Scott et al, 2000). At the same time the professionals will be faced with professional
rivalry. Since they will need to be working close together with professionals from the other
organizations, there is bound to be some miscommunications due to the absence of smooth
running system. Some work time will be wasted while waiting for the other professionals to get
their job done. Mismanagement of funding is inevitable which will cause confusion with salaries
and bonuses (Bryson, 2011).
Organizations:
Organizations which were forced to work together without a clear plan will now benefit
from a coherent approach and shared principles. The service will now be provided
comprehensively, which will help in saving some funding. Also the two organizations can
combine working practices in order to reduce unnecessary time-wasting. Integrated service will
also bring some alleviation to the joint work as a team (Robinson and Robinson, 2005). At the
same time, in the beginning of the partnership, there is bound to be a communication breakdown
between the two organizations and also professionals, which will lead to misunderstandings and
improper service provision. There will definitely be increased costs since such reorganization is
always a costly matter and there will be many mistakes made which will need to be rectified.
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There will also be some loss of shared purpose since it is impossible to make two companies
work together as one for at least some time (Samuel, 2011).

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3.2 Analyze potential barriers to partnership working in health and social care services.
Such large reorganization of the work of two formidable entities is always very
complicated. The organizations will be faced with several barriers which will need to be
overcome in the smoothest possible way. The major issue will be regarding the lack of
understanding the roles and responsibilities. It is difficult for two such different organizations
function together as basically one (Health and social care working in partnership, 2007). The
other issue that can be faced will be regarding resistance to change among employees. Lack of
clarity in the role and work duties that can affect the working practices of individual in a health
care sector (Bryson, 2011).

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Lack of communication between the two organizations is probably the most problematic
barrier. Since both health and social care organization are used to work independently, this
partnership will be hard to process. However, to prevent the issue of miscommunication, a clear
plan can be adopted (Cheung-Judge and Holbeche, 2011). Further, the differences in goals and
priorities can also be a major barrier on the way to the partnership, since both organizations will
need to yield something in order for it to work. Thereafter, both organizations have the same
goal, but may use different approaches (Pynes, 2013). Each organization has a working plan,
which they have been using to reach their goals for a very long time. Due to change resistance,
there will be a problem in making modifications in approaches which will further impact the
working pattern. The difference in values will impact the partnership. Since a lot of longstanding approaches will need to be ruined and restructured. (Mello, 2014).
3.3 Devise strategies to improve outcomes for partnership working in health and social care
services
To ensure smooth partnership between health and care sector, first and foremost the
communication issue must be resolved (Scott and et.al., 2000). In this aspect, a team of
specialists can be formed who will deal solely merger. They further help in designing an
effective plan that will define roles and responsibilities of each individual. Further, both new
partners must hold regular meetings where they can discuss the different alternatives that can
make merger easy going process. The heads of all departments must report to the members of
this group about the merger progress (Spiegelman and Barrett, 2013). This way the problems
with communication will be resolved to a large extent. The mode of sharing information by both
the organization must be revealed so ensure transparency. This is another very important issue
without which the merger is bound to fail. All the changes in policies, working practices, new
staff hiring and etc. must be discussed as part of the merger in order to make the system work
properly. All negotiations about the changes in the way so that the two organizations work
collaboratively and must be as transparent as possible. With this aspect, misunderstandings with
the professionals will be avoided. The two groups must participate in all the negotiations in order

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to be properly informed about all the changes and agreements made regarding the merger
(Robinson and Robinson, 2005).
In order to make the system work properly the two organizations must work on models of
empowerment so the transition can be made smoothly. A collective effort will be extremely
useful in the merger. With the adequate knowledge regarding the collective multi-agency
working details officials, professionals and services the merger can be processed without major
barriers. Further, special attention must be paid to the conflicts which are bound to arise during
the transition period. A special group must be created to deal with the conflicting situation
(Spiegelman and Barrett, 2013). The group must consist of professionals which have been
studying the similar mergers and the possible conflicts, which may arise, along with the ways to
deal with them. All conflicts must be addressed as quickly as possible in order to avoid them
turning into a more serious problem. A stakeholder analysis is an absolute must for any proper
merger, especially for the one this big. Special analysts must be hired to make a proper analysis
of the parties' needs and requirements and a report must be made to get a full picture of what the
two organizations need in order to work toward achieving the mutual goal (Bryson, 2011).

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CONCLUSION
From the above report, it can be concluded that, the partnership between health and social
care providers should lead to more practical services, person-centered health and social care
together should focus on problem, prevention and rehabilitation. Such partnership is supposed to
lead to a more effective care, better access to the services and less improper service use.
However, in practice the combination of health and social care approaches is somewhat of a great
challenge, which needs a lot of time and work to be integrated. It is important to evaluate the
possible outcomes of such partnership for different groups involved in these changes. In order to
make the transition to a new way of work as smooth as possible, it is compulsory to hire
specialists who have had previous knowledge and experience in such mergers. Since this merger
will also be a financially complicated process, these specialists must work together with financial
departments in order to make all parts of the new system work properly.

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REFERENCES
Books and Journals
Bryson, J., 2011. Strategic planning for public and non-profit organizations. Jossey- Bass.
Cheung-Judge, M. and Holbeche, L., 2011. Organizational development: A practitioners guide
to OD and HR. Kogan Page.
Mello, J., 2014. Strategic Human Resource Management. Cengage Learning.
Pynes, J., 2013. Human resources management. Jossey-Bass.
Robinson, D. and Robinson, J., 2005. Strategic business partner: Aligning people strategies with
business goals. Berrett Koehler publishers.
Scott W. R. and et.al., 2000. Institutional Change and Healthcare Organizations: From
Professional Dominance to Managed Care. University of Chicago Press, Chicago
Spiegelman, P. and Barrett, B., 2013. Patients come second: Leading change by changing the
way you lead. An Inc. original.
Welch, G., 2015. Less medicine, more health. Beacon Press.
Online
Health and social care working in partnership. 2007. [pdf] Available through:
<http://cfps.org.uk/domains/cfps.org.uk/local/media/library/2516.pdf> [Accessed on
1st
January, 2016].
Samuel, M., 2011. Expert guide to health and social care joint working. [Online]. Available
through: <http://www.communitycare.co.uk/2011/08/17/expert-guide-to-health-and-socialcare-joint-working/#.U6AwInKSwik>. [Accessed on 1st January, 2016].

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