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The Principles of Partnership
Rachel Dewar & Nikki Beacher
‘staff trained to work together across health and social care, and with the community and voluntary sectors, to understand and meet
the needs of Older people’A great place to grow older – Age UK’s ambition for the next
parliament 2015-2020
Partnership working is about developing
inclusive, mutually beneficial
relationships that improve the quality and experience of
care.Living with Long term conditions – a policy
framework
Effective partnership working can improve children and young
people's experience of services and lead to improved outcomes
Every Child Matters
Bringing together organisations with
complementary knowledge, experience and expertise can often provide a better offer
than sole delivery. Mental Health Matters
Influenc
e
Interest
High
Highlow
Keep Satisfied
Monitor
Actively Engage & Seek to Influence
Keep Informed
Alliances, & partnerships are founded on a unique set of principles that distinguish them from other types of relationships or streams of interaction.
While most of these may seem obvious, it is sometimes useful to consider them, as a checklist for building strong and sustainable partnerships, and as a guide to avoiding some of the typical pitfalls.
Commonality
Commonality
• Do we have agreed outcomes, which consider the requirements for all individuals and organisations within the partnership?
• Are our Shared goals and aims, understood and accepted as being important by each partner?
Communicate
Communicate
"It takes an average person almost twice as long to understand a sentence that uses a negative approach than it does to understand a positive sentence". John H Reitmann
• Do we use positive language – to engage and excite?
• Do we recognise the complexity of our own language?
• Do we seek first to understand – and then to be understood?
Commingle
Commingle
• A partnership needs to be a blend, a two-way exchange, based on give and take
• Is there recognition by all involved, to all involved, in terms of valued contribution, and the benefits that diversity & partnership adds?
“Asymmetric partnerships, where value is not mutually placed, or where one partner does to, and the other is done to are usually short-lived.” Hemant Puthli 2011
Compromise
Compromise
• Are we centred on Healthy compromise, which does not require an individual or organisation to step away from their values?
• Do we understand the areas where we will find compromise most challenging, and are we transparent about these areas?
• Once we make a Compromise, Do we do it happily?
Challenge
Challenge
• Do we openly acknowledge that bringing together people and organisations to work in partnership will raise difficult issues?
• Are we prepared to face the things together that feel really difficult and stretch outcomes?
• Do we engage resistance and accept challenge within the process, to avoid disengagement later?
• Do we face the wicked issues?
Challenge
Compromise
Commingle
Communicate
Common ground/Commonality
Do we see our Service Users as partners?
Influenc
e
Interest
High
Highlow
Keep Satisfied
Monitor
Actively Engage & Seek to Influence
Keep Informed
Involvement or Partnership?
• Engaging people in keeping healthy
• Shared decision making• Supported self management• Personal health and social care
budgets• Involving families and carers• Choosing a provider• Taking part in research as part of
care & treatment• Evaluating services through
feedback
Clinician Service Users
DIAGNOSISDISEASE AETIOLOGYPROGNOSISTREATMENT OPTIONSOUTCOME PROBABILITIES
EXPERIENCE OF ILLNESSSOCIAL CIRCUMSTANCES
ATTITUDE TO RISKVALUES
PREFERENCESCOM
MO
N G
OAL
Common Goals & Commingle
Communication
Compromise
Challenge
Partner with others to deliver theright care in the right place at the
right time