WORKING IN PARTNERSHIP

IN HEALTH AND SOCIAL

CARE
Module – 01

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 Understand how to establish and
maintain working relationships with
others
ILO – 02

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 Evaluate
procedures for
effective working
relationships with
others.
ILO – 2.1

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Intervening to improve
interprofessional teamworking is
challenging.

Doing so requires an
understanding of the complexity
of teamwork, including the
effects of multiple relational,
processual, organisational and
contextual factors as well as the
views and experiences of a wide
range of stakeholders

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 Why evaluate?

• Understand the nature of teamwork, including how and why it works or has no effects
• Identify those situations where one form of teamwork is more (or less) effective than others
• Provide accountability for health and social care resources to those who provide or control them –
regional/national authorities, research and service funders, consumers and foundations
• Strengthen the organisations in which evaluations are conducted, through building capacity for
improvement and enhancing effectiveness and efficiency
• Provide generalisable evidence which can assist in advancing knowledge in the field.

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 What is evaluation?

Evaluation has been defined as a process of ‘appraising human

activities in a formal, systematic way’
Similarly, Patton saw evaluation as ‘any effort to increase human
effectiveness through systematic data-based enquiry’

A key purpose of evaluation is to make judgements about the

usefulness of health and social programmes.

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Activity -
Reflective
question
The importance of evaluation in
demonstrating the efficiency
and effectiveness of innovation
and change.

Write down what you think

evaluation means and why it is
or is not important in
demonstrating excellence in
health and social care
practice.

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SEQ

• What do I mean by evaluation?

• What do I want to evaluate?
• Why should an evaluation be done?
• What support/resources are there
available to aid the evaluation?
• How will I share and disseminate the
findings of the evaluation?

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Agreement of common objectives
A Partnership Agreement is a legally binding document that establishes the rights, obligations
and responsibilities of partners in a partnership business. It outlines crucial aspects such as
profit sharing, decision-making authority, dispute resolution and partner withdrawal or
retirement procedures. It provides clarity and guidance for the partnership, minimising
potential conflicts and ensuring smooth business operations.
A Memorandum of Agreement (MOA) is a written document describing a cooperative
relationship between two parties wishing to work together on a project or to meet an agreed-
upon objective. An MOA serves as a legal document and describes the terms and details of
the partnership agreement. It is more formal than a verbal agreement but less formal than a
contract. Organizations can use an MOA to establish and outline collaborative agreements,
including service partnerships or agreements to provide technical assistance and training.
An MOA may be used regardless of whether or not money will be exchanged as part of the
agreement.

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Use of
established tools
 SMART goals
One of the first tools you need to create a
successful partnership is to set SMART
goals. SMART stands for Specific,
Measurable, Achievable, Relevant, and
Time-bound. SMART goals help you define
what you want to accomplish, how you will
measure your progress, whether your goals
are realistic and attainable, how your goals
relate to your partnership's purpose, and
when you expect to achieve them. SMART
goals also help you communicate your
expectations and priorities to your partner
and avoid misunderstandings or conflicts.

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 SWOT analysis
Another tool that can help you create a successful
partnership is to conduct a SWOT analysis. SWOT
stands for Strengths, Weaknesses, Opportunities,
and Threats. A SWOT analysis helps you identify the
internal and external factors that affect your
partnership's performance and potential. By
analyzing your strengths and weaknesses, you can
leverage your competitive advantages and address
your gaps. By analyzing your opportunities and
threats, you can capitalize on favorable trends and
mitigate risks. A SWOT analysis also helps you align
your strategies and actions with your partner's and
create a shared vision.

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 Partnership agreement
A third tool that can help you create a
successful partnership is to draft a partnership
agreement. A partnership agreement is a legal
document that outlines the terms and
conditions of your partnership, such as the roles
and responsibilities, the ownership and profit-
sharing, the decision-making and dispute-
resolution, and the exit and termination clauses.
A partnership agreement helps you protect your
rights and interests, clarify your obligations and
liabilities, and prevent or resolve conflicts. A
partnership agreement also helps you establish
trust and transparency with your partner and set
clear boundaries and expectations.

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 Communication plan
A fourth tool that can help you create a
successful partnership is to develop a
communication plan. A communication plan is
a document that specifies how, when, and with
whom you will communicate throughout your
partnership, such as the channels, frequency,
formats, and content of your communication. A
communication plan helps you ensure that you
and your partner are on the same page, share
relevant information and feedback, and address
any issues or concerns. A communication plan
also helps you build rapport and engagement
with your partner and foster a positive and
productive relationship.

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 Collaboration tools
A fifth tool that can help you create a successful
partnership is to use collaboration tools.
Collaboration tools are software applications
that enable you and your partner to work
together on projects, tasks, or documents, such
as cloud-based platforms, project management
systems, or file-sharing services. Collaboration
tools help you streamline your workflows,
coordinate your activities, and track your
progress. Collaboration tools also help you
enhance your creativity, innovation, and quality
by sharing ideas, insights, and resources.

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 Evaluation tools
A sixth tool that can help you create a
successful partnership is to apply evaluation
tools. Evaluation tools are methods or
instruments that help you measure and improve
your partnership's performance and impact,
such as surveys, interviews, or indicators.
Evaluation tools help you assess whether you
and your partner are meeting your goals,
delivering your outcomes, and creating your
value. Evaluation tools also help you identify
your strengths and weaknesses, learn from your
experiences, and make adjustments or
recommendations.

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goals and targets
What Are Some Common National Health System Goals?

• Improving access to healthcare: This might involve increasing the number of primary
care providers in a community or ensuring that all residents have health insurance.
• Improving the quality of care: This might involve increasing patient safety or ensuring
that all patients receive evidence-based care.
• Reducing healthcare costs: This might involve reducing unnecessary testing and
procedures or improving the efficiency of the healthcare system.
• Reducing health disparities: This might involve increasing the number of minority
residents who receive preventive care or providing culturally competent care to all
patients.
• Improving the coordination of care: This might involve increasing the number of
patients who see a primary care provider on a regular basis or ensuring that all
patients have a medical home.

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What Are Some Examples of Healthcare
System Goals?
• Increasing the number of primary care providers in a community.
• Ensuring that all patients receive evidence-based care.
• Reducing unnecessary testing and procedures.
• Improving the efficiency of the healthcare system.
• Increasing the percentage of patients who receive preventive care.
• Reducing health disparities among different population groups.
• Improving the quality of care for chronic conditions.
• Reducing the rate of hospital readmissions.
• Increasing patient satisfaction with the healthcare system.
• Improving population health outcomes.

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Value-based
Healthcare and
Health Outcomes
Value-based healthcare is an
approach to healthcare that
focuses on improving patient
outcomes. This means that
rather than simply focusing on
the provision of care, value-
based healthcare also takes into
account the health outcomes of
patients.

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Value-
based Healthcare
and Health Outcomes

One example of a value-based

healthcare goal might be to reduce
the number of hospital readmissions.
This goal would focus on improving
patient outcomes by ensuring
that patients are not discharged too
early and then requiring readmission.

Another example might be to

improve population health outcomes
at the citizen level. This could involve
setting goals such as reducing
smoking rates or increasing
vaccination rates.

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 Value-based Healthcare
and Health Outcomes

Achieving these kinds of goals can require a multi-

sectoral approach, as well as a focus on health
promotion and disease prevention. It is important to
remember that these kinds of goals require a long-
term commitment and cannot be achieved overnight.
When setting healthcare system goals, it is important
to consider the needs of all stakeholders. This
includes patients, providers, payers, and the
community. Goals should be achievable and realistic,
and they should be based on evidence

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Processes and procedures

Health and social care services greatly depend on

policies and procedures set within the organisations.
Primarily, health and social care settings will need the
following policies and practices:
• Safeguarding and protection
• Equal opportunities
• Record keeping
• Confidentiality
• First aid
• Concerns/whistleblowing and complaints
• Administration of medicines
• Health and safety

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Evaluation involves making a judgement about
value

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ACTIVITY

Make a note of what you

might evaluate at the
end of a project

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Some of the key questions to consider in carrying out an evaluation are:

Were all the objectives achieved?

What went well and why?
What hindered progress?
What was helpful about the project plan?
What was unhelpful about the project plan or hindered the work?
Did we accurately predict the major risks and did the contingency plans work?
Was the quality maintained at an appropriate level?
Was the budget managed well and did we complete the project within the budget?
Was the timing managed well and did we complete the project within the time-scale?
Did anyone outside the project team contribute towards achieving the project?
Did anyone or any other departments hinder the project activities?

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Q&A

• Do you attend team meetings,

and how do you contribute?
• Do you take part in reviewing
how the team is working to
achieve its objectives?
• Do you work to deliver the
team objectives?
• Are you committed to the
purpose of the team and other
team members?

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 Evaluation methodologies
Evaluation can be undertaken in a
variety of ways: measuring and
evaluating practice; clinical audit;
patient satisfaction surveys; formal
research such as randomised control
trials; non-randomised studies;
descriptive studies; action research;
review of guidelines and guideline
development; utilisation of leadership
and management style assessment
tools; and change models, to name
but a few

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Dimensions
of effective
partnership
working

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Shared commitment
to goals and
objectives
All partnership members:
• are clear about their own home
team and organisation’s goals
• are clear about the
partnership’s goals
• believe that the goals of the
partnership are valuable
• enter into the partnership
willingly.

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Interdependence of All partnership members believe:
• their home team, organisation and
outcomes partnership’s goals are
interdependent
• innovation is required to achieve these
goals
• the skills and experience brought to the
partnership by all the different
partners are essential to success.

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This Photo by Unknown author is licensed under CC BY-SA-NC.
Role clarity

All partnership members:

• understand their own and each
other’s role within the partnership
• ensure that power and status
relationships are agreed and
described
• work constructively to resolve
conflicts that may arise about status
or role.

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Cultural congruity
All partnership members:
• understand differences between cultures across home teams or
across
organisational cultures
• spend time to develop effective processes for working together
• regularly review working and interpersonal relationships.

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Focus on quality and innovation
All partnership members:
• demonstrate a concern for quality that is focused on the aims of
the partnership
• encourage positive challenging and regular constructive debate
about
working practices
• share learning from errors or mistakes
• provide practical support for innovation in working practices.

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True cooperation
All partnership members:
• define the requirements for effective partnership working
• design integrated policies and working practices
• provide training for partnership working at all levels of the
partnership
• ensure effective communication processes exist and are
managed effectively

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Interprofessional trust and respect
In relation to other professional groups within the partnership, all
individuals:
• understand the professional roles of each group
• understand the different ways of working traditionally adopted by
each group
• use positive language to describe the role and contribution of
others
• provide constructive feedback to colleagues from all professional
groups.

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 Analyse common
objectives used
when working with
others within the
boundaries of own
role and
responsibilities
ILO – 2.2

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