Work In Partnership Essay
Work In Partnership
1.1 Identify the features of effective partnership working.
A partnership is an arrangement between two or more groups, organizations or individuals to work together to achieve common aims.
Features of this are that;
All the parties involved have some sort of personal stake in the partnership;
All the partners are working towards a common aim;
The partners have a similar ethos or system of beliefs;
The partners work together over a reasonable period of time; There is agreement amongst the partners that a partnership is necessary; There is an understanding of the value of what each partner can contribute; There is respect and trust between the different partners.
1.2 Explain the importance of partnership working with colleagues, professionals and others. Partnership working is about developing inclusive, mutually beneficial relationships that improve the quality and experience of care. This includes the relationships between individuals with long term conditions, their families and us the service provider.
It is also about relationships within and between organisations and services involved in planning and delivering health and social care in the sector. Effective partnership working should result in good quality care and support for people with long term conditions and their service provider through identifying the respective roles and responsibilities of all parties and how these can best be brought together.
The person with the long term condition should be central to all partnership working. Their expertise and knowledge about how their condition affects them physically, emotionally and socially will be a key focus in the planning and delivery of care to meet their needs. Where appropriate, and with the agreement of the person with a long term condition, partnership working should also involve all those who link to supporting the overall aim of care and wellbeing.
Good partnership working between individuals and health and social care providers can encourage compliance with care and treatment as well as promote a positive outlook on a service which people participate in rather than simply receive.
It is important to work in partnership with a) colleagues, so as to provide consistent care, in a secure and enabling environment. It is important to work together so that the service users are being cared for efficiently, and that all staff are on the same page. b) other professionals, such as GP’s, CQC, speech therapists, social workers, CPNs, etc., so as to provide quality care to service users, and achieve the best outcome for all. For example, if you suspect a service user is suffering abuse, you would then be able to report it to the appropriate professionals, and work together for the safety and well-being of them. Professionals like social workers, CQC, safeguarding teams, KCC have a unique set of knowledge, understandings and skills that enable them to meet the needs of individual service users in an older persons environment.
Other professionals, with their own set of knowledge, understandings and skills can support myself, service users and their families thereby enabling us in the home to do the job more effectively. Our service users’ needs are not just accommodation. Theirs and their families’ needs cannot be met by the home on its own. At the home we need to rely on others like these professionals, as we can’t do it all by ourselves. c) others- this could include families, friends, advocacy’s or members of the community, any visitors etc. It is important to work in partnership with friends and families as care would then be consistent for the user. Developing a bond with the families, would mean the service user could feel more secure. Used well, partnerships enhance the well-being of service users and their families. They make the work that care givers do in the home easier and more person centred focused. They allow carers to do the work that they are best able to do.
Analyse how partnership working delivers better outcomes.
Working in partnership creates a clear understanding of the different roles each person has. Clear responsibilities and lines of communication lead to successful partnership working. Shared records like written, email, fax, face to face; working effectively together with people like professionals, agencies and organisations to enhance the wellbeing of service users and support positive and improved outcomes. 1.
The essence of a partnership is that it is collaboration amongst equals, with the recognition that by working together the outcome will be better than it would otherwise have been with any one party working alone.
2.1 Explain own role and responsibilities in working with colleagues. In the home it is my responsibility to :
Establish leadership, roles and responsibilities early on.
Communicate. Make sure that the key points of contact within your partnership organisations are kept informed, and remember to ensure you have contacts for everyone you might need to speak to.
2.2 Develop and agree common objectives when working with colleagues,
Invite involvement at the start: When you are developing your ideas. Staff may be able to advise you on potential difficulties, the logistics of certain aspects of your activity and may have ideas that you might never have thought of. Getting them involved at the start ensures that their needs and expectations are taken into account in any activity you plan.
2.3 Evaluate own working relationship with colleagues.
What’s in it for me? Ensure you have a frank conversation with your colleagues about their and your expectations before you get started. Misunderstandings can lead to problems later down the track.
Plan, plan, plan. Once you have agreed aims and objectives, establish key milestones and deliverables for each colleague involved. It is advisable to draw up written agreements to ensure everyone is clear, (whether in the form of formal written contracts, or meeting minutes/actions which have been circulated and approved via email)
And plan again. Timelines are invaluable ensuring each colleague involves, knows what they are doing and when. Certain staff may have to complete their part before another partner can step in. A detailed plan will enable you to manage the process effectively. Ensure that responsibility for each step has been assigned to someone in the partnership
Establish a clear joint vision at the start – and try to make it manageable. It can be a good idea to start small, and deliver something really good – than try to do something amazing and fall at the first hurdle.
2.4 Deal constructively with any conflict that may arise with colleagues
Be flexible. Try to stick to your aims and objectives but remember to be flexible! Something always goes wrong so be prepared to roll with the changes
3.1 Explain own role and responsibilities in working with other professionals 3.2 Develop procedures for effective working relationships with other professionals 3.3 Agree common objectives when working with other professionals within the boundaries of own role and responsibilities
3.4 Evaluate procedures for working with other professionals 4.1 Analyse the importance of working in partnership with others 4.2 Develop procedures for effective working relationships with others 4.3 Agree common objectives when working with others within the boundaries of own role and responsibilities 4.4 Evaluate procedures for working with others
Lack of communication is the most common reason partnerships falter. Effective communication can help to build relationships with other professionals, keep things working well and make people feel included: Maintain regular contact with each of your partners. If things change, communicate these changes Schedule regular opportunities to check in. This way, you will monitor progress while at the same time making your partners feel included and supported
Don’t just circulate information to the person in charge – copy in all those involved Schedule regular planning meetings, identifying a project board with key representatives, or using structured feedback mechanisms.
Find out your partners’ preferred methods of communication – are they allergic to twitter, do they prefer face to face meetings or emails
What are their time constraints? Some partners may be out of contact at certain times, and may have capacity issues that you should be sensitive to
Reflect – monitor your progress continually and adjust where necessary. Work out what is working well, what is not working and whether milestones will be achieved. This is essential in managing your project and meeting your deadlines but will also inform you on the best way to manage partnerships in the future
Make sure that you are aware of what each partner wants to get out of the partnership and agree on shared priorities. Ensure that a partnership is mutually beneficial – that way everyone will pull together to make it a success.
Other things to consider include:
Take time to get to know your partners and their style of working, take their methods into account when planning their involvement
Respect differences in style
Make sure that all partners are credited on any branding and publicity (and if you are using their company logo, find out about and adhere to their branding guidelines. Don’t just grab the logo from the website – ask them for a high res copy)
Respect the fact that your partners have other constraints and responsibilities within their own organisation – and that your project may not be their top priority.
3.5, 4.5 Deal constructively with any conflict that may arise with others and professionals.
Poor management can lead to the breakdown of partnerships, where partners feel they are not listened to, under-appreciated or are carrying more than their share of the workload. But there are a number of things you can do to avoid these problems before they arise:
Build relationships with your partners, keep them in the loop and allow them to communicate any feelings of dissatisfaction rather than letting them bubble under the surface. Don’t choose partners whose interests conflict with your own (or with the interests of other partners). Ensure that you are partnered with the right person. Do they have the right kind of expertise? Are they in a position to agree to what you want them to deliver? Don’t dismiss their ideas – they may know things that you don’t know or highlight avenues you might not have explored.
Make sure that everybody is happy with decisions made (and that the reasons behind certain decisions are fully communicated).
Treat all partners equally – don’t allow other partners to ‘pull rank’. Create space for all partners to be heard.
Finally – there comes a time when a partnership has run its course. If attempts to resolve conflict or stir up action have been unsuccessful you may need to consider dissolving the partnership. Thank all parties for their contribution and go your separate ways.
Positive, mutually beneficial partnership working is in place within organisations and also between organisations in the statutory, voluntary, community and independent sectors, to ensure integrated and coordinated care and support is available for people with long term conditions promptly, effectively and as and when required.