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1 – 10 of over 33000Ailsa Cook, Alison Petch, Caroline Glendinning and Jon Glasby
Successful development of health and social care partnerships is contingent on the contribution of all stakeholder groups to overcome the ‘wicked’ issues that beset the field…
Abstract
Successful development of health and social care partnerships is contingent on the contribution of all stakeholder groups to overcome the ‘wicked’ issues that beset the field. This article explores four key issues, identified by a network of diverse stakeholders as vital to the future of health and social care partnerships, and proposes ways in which individuals and organisations from all stakeholder groups can support health and social care organisations to work together to deliver good outcomes to service users and their carers.
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Paul Wankah, Mylaine Breton, Carolyn Steele Gray and James Shaw
The purpose of this paper was to develop deeper insights into the practices enacted by entrepreneurial healthcare managers to enhance the implementation of a partnership logic in…
Abstract
Purpose
The purpose of this paper was to develop deeper insights into the practices enacted by entrepreneurial healthcare managers to enhance the implementation of a partnership logic in integrated care models for older adults.
Design/methodology/approach
A multiple case study design in two urban centres in two jurisdictions in Canada, Ontario and Quebec. Data collection included 65 semi-structured interviews with policymakers, managers and providers and analysis of key policy documents. The institutional entrepreneur theory provided the theoretical lens and informed a reflexive iterative data analysis.
Findings
While each case faced unique challenges, there were similarities and differences in how managers enhanced a partnership’s institutional logic. In both cases, entrepreneurial healthcare managers created new roles, negotiated mutually beneficial agreements and co-located staff to foster inter-organisational partnerships between public, private and community organisations in the continuum of care for older adults. In addition, managers in Ontario secured additional funding, while managers in Quebec organised biannual meetings and joint training to enhance inter-organisational partnerships.
Originality/value
This study has two main implications. First, efforts to enhance inter-organisational partnerships should strategically include institutional entrepreneurs. Second, successful institutional changes may be supported by investing in integrated implementation strategies that target roles of staff, co-location and inter-organisational agreements.
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Alison Petch, Ailsa Cook and Emma Miller
Policy and practice documents are increasingly adopting a focus on outcomes. This article seeks to clarify what is meant by the term ‘outcome’, the outcomes that have been…
Abstract
Policy and practice documents are increasingly adopting a focus on outcomes. This article seeks to clarify what is meant by the term ‘outcome’, the outcomes that have been highlighted in key policy documents, and the extent to which they reflect the outcomes prioritised by service users. The discussion will draw on the early stages of a DoH‐funded project exploring the effectiveness of health and social care partnerships from the perspectives of service users.
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Dave Doyle and Michelle Cornes
In this article we draw on ‘practice wisdom’ to reflect on the development of interprofessional partnerships for older people in a metropolitan borough in North West England. We…
Abstract
In this article we draw on ‘practice wisdom’ to reflect on the development of interprofessional partnerships for older people in a metropolitan borough in North West England. We suggest that most interprofessional partnership working continues to sit outside mainstream services, and that integration and seamless service remain a significant challenge. We focus on local plans for service reconfiguration (‘Go Integral’) and their likely implications for non‐traditional services such as intermediate care and falls prevention. Finally, we show how social care and social work values can be used to glue the system together so that it becomes easily accessible and meaningful to older people.
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Anna Coleman and Caroline Glendinning
Primary care groups and trusts, social services and wider local authority departments are making good progress in developing partnerships in a rapidly changing policy environment…
Abstract
Primary care groups and trusts, social services and wider local authority departments are making good progress in developing partnerships in a rapidly changing policy environment. These partnerships are developing at different levels (strategic planning, operational service delivery), both with social services departments and with a wider range of local authority functions. This paper draws on the latest round of the three‐year national Tracker Survey of Primary Care Groups and Trusts. The partnerships developed by PCG/Ts are considerably broader than the original key collaboration required with local social services departments; this raises questions about the role of the social services representative on the PCG Board/PCT Executive Committee. Some of the traditional obstacles to partnerships ‐ particularly differences in organisational boundaries ‐ and the imperatives of national policy priorities are continuing to shape local collaborative activity.
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Watchara Tabootwong and Frank Kiwanuka
Partnership is both a goal and an approach to family-centered care (FCC). Family members play an important role alongside the health-care team when an older family member is…
Abstract
Purpose
Partnership is both a goal and an approach to family-centered care (FCC). Family members play an important role alongside the health-care team when an older family member is admitted to the hospital. Family involvement in care for an older person forms a partnership approach where health professionals and the family engage collaboratively in care. This enhances the quality of care and family satisfaction with care. The purpose of this paper is to highlight the potential areas of partnerships of family members with health-care professionals while caring for older people based on the perspective of FCC.
Design/methodology/approach
A literature review was carried out.
Findings
The findings of this study focus on how healthcare professionals can listen to, respect the perspectives of family members, and share useful information with the family while caring for an older person. Family participation in providing care and collaboration between healthcare professionals and families is a seminal goal strategy in caring for older people during hospitalization. It is helpful to family members as a way of training and preparing them to assist their loved one after hospital discharge. Furthermore, it can establish a good relationship between healthcare professionals and families.
Originality/value
Partnership between health-care professionals and families helps and supports the older people and the family in managing the health condition the following discharge from the hospital.
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Judy Pate, Moira Fischbacher and Jane Mackinnon
The Scottish Parliament has recently formed Community Health Partnerships (CHPs), in which health and social care providers come together within a unified organisational…
Abstract
Purpose
The Scottish Parliament has recently formed Community Health Partnerships (CHPs), in which health and social care providers come together within a unified organisational framework. This paper aims to assess the extent to which employees identify with their profession and whether professional identity poses a significant barrier to multi‐disciplinary, inter‐organisational partnership.
Design/methodology/approach
The study adopted a mixed methodology approach. A survey of all CHP staff was conducted, four months after the CHP was created and obtained a 31 per cent response rate. Additionally, to obtain an in‐depth understanding of the partnership, 26 interviews were conducted with senior and middle level managers and professional representatives.
Findings
A strong professional identity in the health and social care context was evident while the partnership vision, in contrast, lacked clarity. Therefore under these circumstances individuals' sense of occupation has been heightened due to perceived attempts to erode their professional identity, and modifications to their sense of “self” have not been challenged by a strong partnership ethos.
Practical implications
Managers face a deep‐rooted cultural based challenge where individuals strongly identify with their profession rather than the ethos of the partnership, which impedes full integration. Managers have a “balancing act” of addressing structural and processual change within the integration agenda, without losing sight of the outcomes in terms of service delivery and improving health and wellbeing.
Originality/value
This paper examines the implications of a new major health policy change that aims to integrate health and social care. In addition, the study unravels the complex issue of professional identity in this context.
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This article attempts to describe the Scottish approach to integrated care, covering historical background, policy context, progress towards implementation and current issues.
Abstract
This article attempts to describe the Scottish approach to integrated care, covering historical background, policy context, progress towards implementation and current issues.
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Seeks to review policy and practice in the English National Health Service (NHS) to show the extent to which medically framed notions of cure act in opposition to attempts to…
Abstract
Purpose
Seeks to review policy and practice in the English National Health Service (NHS) to show the extent to which medically framed notions of cure act in opposition to attempts to enforce a duty of partnership in the delivery of health and social care.
Design/methodology/approach
A review of national policy and the relevant academic literature, spanning two decades, was used to examine the development of inter‐organisational relations at the boundaries of health and social care in England.
Findings
The paper finds that, despite an espoused willingness on the part of national and local stakeholders to remove long‐established disciplinary and organisational partitions between sectors, the failure to secure a shift from medically to socially constructed notions of health continues to impede more integrated care. Furthermore, policies emphasising patient through‐put, speed of treatment, episodic intervention and the primacy of hospitals are shown to encourage and empower health professionals to withdraw from cross‐boundary working in line with the isolating tendencies of bio‐medically framed notions of cure.
Originality/value
The paper draws together evidence from policy, research and theoretical literature to identify the underlying causes of collaborative failure, highlighting the manner in which associated processes of public service reform can serve to reinforce long‐established institutional barriers to inter‐organisational working, both now and in the future.
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Robyn Ramsden, Richard Colbran, Tricia Linehan, Michael Edwards, Hilal Varinli, Carolyn Ripper, Angela Kerr, Andrew Harvey, Phil Naden, Scott McLachlan and Stephen Rodwell
While one-third of Australians live outside major cities, there are ongoing challenges in providing accessible, sustainable, and appropriate primary health care services in rural…
Abstract
Purpose
While one-third of Australians live outside major cities, there are ongoing challenges in providing accessible, sustainable, and appropriate primary health care services in rural and remote communities. The purpose of this paper is to explore a partnership approach to understanding and addressing complex primary health workforce issues in the western region of New South Wales (NSW), Australia.
Design/methodology/approach
The authors describe how a collaboration of five organisations worked together to engage a broader group of stakeholders and secure commitment and resources for a regional approach to address workforce challenges in Western NSW. A literature review and formal interviews with stakeholders gathered knowledge, identified issues and informed the overarching approach, including the development of the Western NSW Partnership Model and Primary Health Workforce Planning Framework. A stakeholder forum tested the proposed approach and gained endorsement for a collaborative priority action plan.
Findings
The Western NSW Partnership Model successfully engaged regional stakeholders and guided the development of a collaborative approach to building a sustainable primary health workforce for the future.
Originality/value
Given the scarcity of literature about effective partnerships approaches to address rural health workforce challenges, this paper contributes to an understanding of how to build sustainable partnerships to positively impact on the rural health workforce. This approach is replicable and potentially valuable elsewhere in NSW, other parts of Australia and internationally.
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