Negotiating and managing partnership in primary care

Abstract

In the UK public service organisations are increasingly working together in new partnerships, networks and alliances, largely stimulated by government legislation, which aims to encourage 'joined-up' policy-making. This is particularly prevalent in health-care where local government, health authorities and trusts, voluntary and community groups are extending existing, and developing new, forms of partnership, particularly around Health Improvement Programmes and new primary care organisations. This paper explores two main aspects of how these new interorganizational relationships are being developed and managed and is based on research conducted in one case study locality. First, the new structures of partnership in primary care are mapped out, together with discussion on why these particular patterns of relationship between statutory and voluntary sector organisations have emerged, exploring both centrally and locally determined influences. Secondly, the paper explores the tensions associated with working within new policy-making and management structures, and how the additional demands of audit, performance measurement and the sheer pace of change, pose a potential threat to the partnership process.

Partner or perish? Exploring inter-organisational partnerships in the multicultural community aged care sector

“…One of the key findings of this study highlighted a need for quality working partnerships; a finding consistent with the notion that health issues cannot be tackled by individual organisations alone. However, as several other researchers emphasise (Charlesworth 2001, Horton et al 2003, Graddy & Chen 2006, both the political drive for partnership formation and ⁄ or enthusiasm of organisations to enter into partnerships does not necessarily equate to efficacious and successful working relationships. In this study, we found evidence to suggest that individuals are aware of the expectation and are actively seeking to form inter-organisational partnerships, particularly if they want to access government funding.…”

Conceptualising successful partnerships

“…2002, Goodwin & Shapiro 2002, Torkington 2002, Coppel & Dyas 2003). Therefore, studies have assessed whether the wider environment is characterised by a political and social climate conducive to partnership working. Satisfactory accountability arrangements, plus appropriate audit, assessment and monitoring of the partnership are also regarded as essential for successful partnerships (Evans & Killoran 2000, Campbell 2001, Charlesworth 2001, Goodwin & Shapiro 2002). Measures of this dimension that have been used include the lines of responsibility and the appraisal arrangements for the partnership. Adequate leadership and management of the partnership are also necessary (Evans & Killoran 2000, Maddock 2000, Asthana et al .…”

Evaluating partnership working: lessons for palliative care

“…This is a difficult issue to measure accurately as both costs and benefits of a partnership may be difficult to discern, and not immediately apparent. The timescale of evaluation is important, in the real world of constant organizational change (Charlesworth 2001).…”