Unit 6 Working in Partnership in Health And Social Care

10-05-17 Maddox Smith 0 comment

Unit 6 Working in Partnership in Health And Social Care

Introduction Unit 5 Working in Partnership in Health And Social Care Assignment

3.1 Evaluate possible outcomes of partnership working for users of services, professionals and organisations

The possible outcomes of the partnership working for users of services: the outcomes have both the negative and positive aspects of the partnerships. Both are as follows:

Positive outcome:

  • The nature of the services is improved in comparison of before.
  • The decision making is informed in terms skills of employees.
  • Empowerment
  • Autonomy

Negative outcome:

  • The conflict may arise as a harm or anger etc.
  • The level of the miscommunication may be increase.
  • The frustration level of the employee will be increased (Seedhouse, 1998).
  • Sometimes, clear data can’t be reached at the user. It may create confusion.
  • The chance of the delivery of duplicate data or services increases.

The possible outcomes of the partnership working for professionals:this also creates the positive and negative outcomes.

Positive outcome:

  • The partnership working for professional creates the professional approach that includes the impeccable outcomes.
  • The coordination may be seen between the partnerships as they are trained and educated professional and know how to maintain the relationship (Sussex, Herne and Scourfield, 2008).
  • Roles and the responsibility of each and every member would be clearly mentioned.
  • Effective and organised communication takes place.
  • The duplicity could be minimizing.
  • Includes the effective usage of resources.

Negative outcome:

  • The rivalry between the professional could be increased in Partnership for the professional.
  • There may be chances of the miscommunication that arises because of the rivalry.
  • The mismanagement of the funding could be raised.

The possible outcomes of the partnership working for organisations:

Positive outcomes:

  • The partnership for organisation may provide the comprehensive service provision.
  • Works on the principle sharing.
  • Provides the integrated services.
  • Working practises are common.
  • Coherent approach

Negative outcomes:

  • The cost may be increased.
  • Loss of shared purpose.
  • Communication breakdown.

3.2 Analyse potential barriers to partnership working in health and social care services

The various barriers to the partnership working in the health and social are mentioned below:

  1. Structural barriers: Different organisations in health and social care services differ in their structures and this structural difference sometimes cause troubles while establishing the partnerships in health and social care. The services are divided among the organisations in partnership, but sometimes, a particular organisation might not be ready to take up the task and provide the specific service to the users.
  2. Procedural barriers: Organisations have a particular procedure to handle a specific demand of the services and most of the procedures are customised as per the structure of these organisations. This kind of procedural difference could make things worse than making them better as the whole policy of working needs to be changed sometimes when a partnership is established (Watt, 2000).
  3. Financial barriers: It is not necessary that the organisations who are involved in the partnership have the same mechanism for the financial resources. For example, the financial resources for a government organisation such as NHS are too different than any private organisation and this type of difference in the sources and also in the amount could create some problems in the partnership.
  4. Professional barriers: Every organisation has its own values and the processes and policies are set as per these values. When organisations which have different values and professional interests involve in the partnership, they have to understand and respect the values personal and professional interests of each other else there could be chaos in the partnership.

3.3 Device strategies to improve outcomes for partnership working in health and social care services

We have discussed the various barriers and outcomes of the partnership working in health and social care service. There are ways in which some of the negative outcomes could be converted into positive and the overall outcomes could be improved. Some of them are mentioned below:

  1. When it comes to the health and social care services, it is the responsibility of the organisations to make sure that not only the patients but also the staff is empowered to make the quick decisions if necessary and no one else is there to help them.
  2. It could be very beneficial if the awareness is shared among the involved parties in the partnership. Shared awareness would enlighten the people with the knowledge about health and social care policies (Baxter, Glendinning and Clarke, 2008).
  3. Along with the knowledge and awareness, it is necessary that the actual responsibility is given to the people whether they are the nurses or the doctors.
  4. Assigning the goals and objectives according to the qualification of the people and if they are not qualified, proper training should be arranged. In this manner, the people could be trained to handle the specific situations and then they could be used in an appropriate way to resolve the issues related to health and social care (NHS, 2014). Talent of this type could be borrowed among the organisations in partnership.
  5. A Risk Assessment System is necessary to be implemented in working in partnership which would minimise the issues and organisations could face the difficulties in a strategic way (Beauchamp and Childress, 2001).


When working in partnership in health and social care are established, many challenges arise and it is necessary to face these challenges and resolve them instead of avoiding. A damage control system needs to be in place when the structural and procedural changes happen during the partnership among the health organisations and it is also necessary to match the activities among the staff so that they do not feel alienated in the new structure.


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Beauchamp T. and Childress, J. (2001).Principles of Biomedical Ethics.5th Edition.  Oxford University Press
Communities and Local Government (2013). Research into multi-area agreements: Long-term evaluation of LAAs and LSPs [online]. Available at http://www.ljmu.ac.uk/EIUA/EIUA_Docs/Research_into_Multi_Area_Agreements.pdf. Accessed 01/09/2013
Corrigan P. (2005) Registering Choice: How Primary Care Should Change to Meet Patient Needs. The Social Market Foundation, London.
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NHS Code of Practice Confidentiality [online].  Available at: http://www.dh.gov.uk/prod_consum_dh/groups/dh_digitalassets/@dh/@en/documents/digitalasset/dh_4069254.pdf. Accessed 01/07/2014
Rogers A. & Mead N. (2004) More than technology and access: primary care patients’ views on the use and non-use of health information in the Internet age. Health and Social Care in the Community 12, 102-110.
Seedhouse D (1998). Ethics the heart of Health Care.  Winchester: Wiley.
Sussex, Fr., Herne, D. and Scourfield, P. (2008).  Advance health and social care for NVQ? SVQ level 4 and foundation degrees.  Harlow, Essex: Heinemann.
Watt, H. (2000). Life and Death in Health Care Ethics.  London: Routledge

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