Working in partnership in Health and social care

CUV2940

WORKING IN PARTNERSHIP IN HEALTH AND SOCIAL CARE OR CHILDREN AND YOUNG PEOPLE’S SETTING
Working in partnership is the process whereby members of different professions or agencies work together to provide integrated health and/or social care for the benefit of service users. Service users access quicker and better access to services, early identification and intervention, and also a reduced need for more specialist services.
In my role as a manager, I work closely with social workers who provide great support on how to support particular service users because they have prior knowledge of their needs. When a service user joins my Care Home first and foremost I make sure that I register them with the local GP and help them in making benefit claims where needed. Some of the service users may have training or learning needs, this is facilitated by finding them suitable local providers. I seek support from other professionals within the local community to ensure that they are re-integrated back to the community. Community Mental Health Trust are partners I work with, they render an invaluable psychiatric service in monitoring the progress the service users are making.
Research has shown that service users favour a system whereby professionals in social and health care work together. They prefer a scenario of a single point of contact for services, and a named professional who is charged with the duties of co-ordinating the involvement of the other professionals as well as information sharing.
Members of staff working in a partnership situation benefit in that their roles and responsibilities are well- defined thereby reducing duplication and low staff morale.
There are several factors that affect working in partnership and these can be classified as structural and procedural. Policy and procedural differences arise when there is lack of guidance. Where this situation occurs it will be difficult for professionals to work collaboratively and conflict and uncertainty between them may increase.
Lack of finances and lack of clear cut policy over sources of funding may result in delay for provision of services.
Senior managers should be role models in working in partnership and be aware that when changes are imposed from above resistance may occur. Professionals should be given a chance of airing their views and contribute to discussions where changes are proposed affecting their roles and responsibilities.
Performance management is commonplace in the government drive to improve and measure the quality of health and social care services. Where targets are set, they take precedence over other aspects of delivery and as a result the environment for interpersonal working is made more challenging.
Power should be shared between professionals as well as carers and service users. However there should be clear levels and lines of responsibility. Without this demarcation they may arise a negation of responsibilities hence the emergence of ‘blame culture.’
Understanding roles of other professionals is important in that one is clear about own role and can communicate this to others thereby boosting confidence. Research has shown that personal and professional confidence is boosted where there is clarity of role and responsibility.
Where there are inadequate resources and power, envy may arise.
Professional groups do have cultural differences i.e. like doctors, solicitors, psychologists etc., they arise from training, values, perceived status, roles and perspectives. Stereotyping may also arise. These issues or problems may affect the service delivery to service user.
Trust and mutual respect is an essential component of working in partnership, where there is trust and mutual respect, working in partnership is successful.
Individuals must be willing to work in partnership and should view this as a positive way of working.
There should be an open and honest way of communicating, this means that professionals should be willing to listen actively and provide constructive feedback.
Working within health and social care services can be stressful and anxiety provoking. Individuals may displace their anxieties onto other professional as a reaction to their situation and a coping mechanism.
Where conflict occurs it should be viewed positively as it is often needed in order to bring change.
Building relationship is of fundamental value in working in partnership, professionals working in social care work positively, trusting one another over a period of time, can overcome challenges resulting in a positive outcome for service users and carers.
All professional have a responsibility to find time and strategies to make working in partnership a reality.