Partnership working in health and social care (HSC) is considered as policy priority in UK. Collaborative working in HSC can be elaborated as an arrangement between two or more care organizations, local authorities and service users to achieve common goals (Hague, Sills and Thompson, 2015). The common objectives of HSC partners focuses on promotion of physical and mental well-being of individuals of all UK based communities. The present report features philosophies related to health and social care sector in UK. The care organization chosen for study is Royal London Hospital in UK. It also talks about evaluation of partnership working in HSC and suggests recommendation for improving the practice of partnership working in UK.
Philosophies in HSC sector can be defined as a set of values and beliefs associated with all the entities of the sector that work in collaboration. These philosophies are related to empowerment, respect, independence, informed decisions and power sharing. These philosophies play important role in shaping the framework to resolve ethical dilemmas which may occur in different scenarios of health and social care setting (Green, 2015). It is very important for partners of HSC setting to follow these philosophies to improve the quality of care services of Royal London Hospital. In case when these philosophies are not complied by the Royal London Hospital than it may not be able to resolve the ethical dilemmas of partnered agencies.
Partnership and philosophies in health and social care
In health and social care, different care organizations, agencies and local authorities come together to form supportive framework to deliver high quality services to resolve health issues of local communities of UK. There are several philosophies related to health and social care in UK. All the entities related to HSC are entitled to follow these philosophies in order to deliver quality care services to service users. These include:
||According to this philosophy all the client in health ain social care need to be treated with respect and dignity. In addition to this it is also important to respect autonomy of care takers by giving them access to important information n order to help them in decision making processes regarding effective care planning.
||The philosophy lays emphasis on the development of common grounds of understanding regrading roles and responsibilities of care professionals in HSC (Carpenter, Webb, Bostock and Coomber, 2015).
||In HSC it is very important to provide access to significant information to clients so that they can make informed choices. Service users look for quality information in order to make decision regarding their care planning.
||The philosophy lays emphasis on the providing independence of decision making processes among services users.
||The philosophy refers to sharing power with those entities who lack power to empower them. In HSC. Empowerment involves those processes of improving abilities of partners to address their concerns so that they can have more control over their lives.
Different types of working in partnership
There are different types of theoretical and practical models which can be applied to execute collaborative working in Health and Social Carte sector in UK. The types of working of Royal London Hospital and its partnered entities can be explained in the following points:
Coordinated Model: This model assist partnered agencies to operate in autonomous manner while keeping the identity of individual partners intact. The model also play important role in facilitating coordination of various activities such as hiring, management and training of partnered agencies such as health practitioners, nurses, midwives and local health authorities (Hague, Sills and Thompson, 2015). This will not only help in improving the quality of healthcare services but also meet the needs of service users. Under this model, care organizations need to inculcate government led partnership.
Unified Model: Under this model the type of partnership involves common strategic direction, goals and single financial framework to provide healthcare services to care takers. There are numbers of benefits of this model of collaborative working in HSC. These advantages include development of integrated systems, reduction in delay charges, relocation of care organizations and enhancement of partnership working across integrated agencies.
Coalition Model: Healthcare organizations which follow the concept to this model need to make agreement to attain common goals. Under this model, partnered agencies work jointly to reach goals of common interests (Green, 2015). The type of partnership working of Royal London Hospital is based on Coalition model.
The model can be applied in the formation of local healthcare partnerships in a strategic manner. Such partnership are formed by involving key healthcare organisations and agencies to ameliorate care services in a particular region. Another important aspect of practical model of integrated working include local are agreements which are formulated by establishing relationship between central government of UK and local healthcare agencies (Bruce and Parry, 2015). These agreements entail vision, aims and objectives to be achieved in partnership working through appropriate funding and employing sound practices in health and social care setting.
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Evaluation of partnership working
Partnership working in case of Royal London Hospital can be evaluated in the following manner:
Impact of legal policies on collaborative working
There are certain legal policies and acts that are formulated by local government that significantly affect the operations of partnered agencies in health and social care sector in UK. Few of the vital acts that govern the integrated working of Royal London Hospital in an area are as follows:
Equality Act 2010: The act set out regulations to guide practices of Royal Hospital London and its partnered agencies. Under this act all entities including service users, care workers and local authorities need to be treated on the grounds of equality (Equality Act 2010, 2016). It also encourages the hospital to discard such practices and policies that gives rise to concerns related to discrimination of entities on the basis of race, gender, religion and age.
Mental Capacity Act 2005: The act is developed to empower service users who suffer from mental disorders and learning disabilities (Mental Capacity Act 2005, 2016). Royal Hospital of London need to abide by this act to provide quality care to mental patients in integrated working.
Care Quality Commission (CQC): This regulation is required to be followed by all the healthcare service providers in UK including Royal London Hospital to deliver superior quality of care services and safe environment to collaborated entities (Care Quality Commission, 2016). Thus, it can be evaluated that the enforcement of CQC guidelines can not only ameliorate the quality of health and social care operations of the hospitals but also enhance the satisfaction level of service users which is the prime objective of partnered agencies in this case.
Data Protection Act 1998: The important data of service users and partnered agencies are effectively safeguarded by implementation of this act under collaborative working of Royal London Hospital (Data Protection Act 1998, 2016). When the care organization fails to protect the privacy of clients in collaborated working then it may face severe legal consequences which can negatively impact its healthcare services.
Impact of different partnership policies on the healthcare services
Apart from legal policies, organizational practices and policies significantly affect partnership in HSC in UK. Organizational policies can be referred to those regulations which are formulated by integrated agencies and Royal London Hospital that need to be implemented to direct the operations in collaborative working. It can be evaluated that collaborative working in case of Royal London Hospital is regulated by national and local governments and organizational procedures and practices (Carnwell and Buchanan, 2004). The government of UK possess the power to monitor and evaluate the operations of the hospital. This monitoring function have a positive impact as the compliance of legal policies have a positive influence on the quality and working environment which are vital factors of improvement in HSC.
Following recommendations can be provided in case of Royal London Hospital to improve its partnership working and resolve different issues in collaborated framework:
Strategy for sharing information
Royal London Hospital can formulate and implement strategy that aim to facilitate information sharing in case of care planning linked to service users who are children or elderly people (Barrington, 2016). This is important as care takers of this age lack ability to make informed choices related to their care routine.
Strategy for developing sound risk assessment plan
The care organization is required to prepare and share appropriate risk assessment plan to health practitioners to minimize different risks and health hazards that can pose perils to the life of service users and hospital staff.
Strategy to resolve issues effectively
In order to resolve different issues that arise in HSC setting such as ethical dilemmas among care workers the Royal London Hospital is required to craft effective measures.
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Strategy for effective communications
Royal London Hospital can improve its communication methods to reduce distortion of information among care takers and healthcare professionals to improve the quality of its services.\
In a nutshell it can be concluded that partnership working play important role in improving the quality of care services in health and social care setting in UK. There are various philosophies that are applied in the execution of integrated working of healthcare organizations. All the care organizations in UK follow different types of partnership working which are based on theoretical or practical models in health and social care. In addition to this, partnership working have significant impact on care professionals, service users and local authorities in HSC.
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