Working Partnership
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- Date Submitted: 10/27/2015 04:33 PM
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Partnership working in England—where we are now and where we’ve come from
Jon Glasby, Prof., Health Services Management Centre, University of Birmingham, Park House, 40 Edgbaston Park Road, Edgbaston, Birmingham, B15 2RT, UK
Helen Dickinson, Health Services Management Centre, University of Birmingham, Park House, 40 Edgbaston Park Road, Edgbaston, Birmingham, B15 2RT, UK
Robin Miller, Health Services Management Centre, University of Birmingham, Park House, 40 Edgbaston Park Road, Edgbaston, Birmingham, B15 2RT, UK
Correspondence to: Prof. Jon Glasby, Health Services Management Centre, University of Birmingham, Park House, 40 Edgbaston Park Road, Edgbaston, Birmingham, B15 2RT, UK. Phone: +121 414 7068, E-mail: J.Glasby@bham.ac.uk
Abstract
Introduction: Joint working between health and social care has long been a policy priority in England, with growing interest by the previous New Labour government in achieving ‘joined-up solutions to joined-up problems’.
Policy/practice: Against this background, this paper reviews lessons from current and previous partnership initiatives, summarising some of the key approaches adopted and exploring key underlying concepts and frameworks.
Conclusion: Despite a tendency to focus on structural ‘solutions’, evidence and experience suggests a series of more important processes, approaches and concepts that might help to promote more effective inter-agency working—including a focus on outcomes, consideration of the depth and breadth of relationship required and the need to work together on different levels.
Keywords
health and social care; partnership working
Introduction
In almost every country of the world, there are problems of fragmentation and a lack of continuity in services for frail older people and other groups with complex, multiple needs [1–4]. Almost irrespective of language, culture, structure, context and funding, there are different services responsible for different aspects of service provision and with different...
Jon Glasby, Prof., Health Services Management Centre, University of Birmingham, Park House, 40 Edgbaston Park Road, Edgbaston, Birmingham, B15 2RT, UK
Helen Dickinson, Health Services Management Centre, University of Birmingham, Park House, 40 Edgbaston Park Road, Edgbaston, Birmingham, B15 2RT, UK
Robin Miller, Health Services Management Centre, University of Birmingham, Park House, 40 Edgbaston Park Road, Edgbaston, Birmingham, B15 2RT, UK
Correspondence to: Prof. Jon Glasby, Health Services Management Centre, University of Birmingham, Park House, 40 Edgbaston Park Road, Edgbaston, Birmingham, B15 2RT, UK. Phone: +121 414 7068, E-mail: J.Glasby@bham.ac.uk
Abstract
Introduction: Joint working between health and social care has long been a policy priority in England, with growing interest by the previous New Labour government in achieving ‘joined-up solutions to joined-up problems’.
Policy/practice: Against this background, this paper reviews lessons from current and previous partnership initiatives, summarising some of the key approaches adopted and exploring key underlying concepts and frameworks.
Conclusion: Despite a tendency to focus on structural ‘solutions’, evidence and experience suggests a series of more important processes, approaches and concepts that might help to promote more effective inter-agency working—including a focus on outcomes, consideration of the depth and breadth of relationship required and the need to work together on different levels.
Keywords
health and social care; partnership working
Introduction
In almost every country of the world, there are problems of fragmentation and a lack of continuity in services for frail older people and other groups with complex, multiple needs [1–4]. Almost irrespective of language, culture, structure, context and funding, there are different services responsible for different aspects of service provision and with different...