Partnering Fosters Collaborative Teamwork

Partnership is when two or more organisations work together, showing cooperation and collaboration. This can provide better care and support for service users. For example, different funds working together, instead of working individually and stressing. Another example, a social worker and the health visitor will need to work together, share ideas and use different skills to develop a support plan that will benefit children and families. This also promotes multi-disciplinary working. Partnership thus can reduce conflicts and enhance team working skills as professionals can work together, sharing responsibilities and ensuring need led approaches are met and set. This can be done by reviewing care plans and offering support.

A partnership is an arrangement between two or more groups, organizations or individuals to work together

A large body of experience and research provides clear evidence about many of the key determinants of successful partnerships. The focus is to achieve better outcomes through improved service delivery. Partnership working has come a long way in recent years. There is now a consensus that effective partnership working is essential in order to design, develop and deliver personal services for those requiring support and assistance to optimise their independence and happiness. The most important features of an effective partnership are engaging the right people and ensuring they function as a genuine team.

The features of effective partnership working are to ensure there is good communication between all parties that ensure a high standard of care is delivered to the individual involved at all times. It ensures each party is covering all area’s and that all needs are met and that all partys have a good knowledge of who is delivering what to the individual and the contacts they have if other issues may arise and the access they have to these.

We can improve partnership working through effective communication and information sharing. By working as a team and having regular staff meetings, with colleagues and other health care professionals.

The case study will discuss whether the partnership is effective and will discuss the practice of professionals working in partnership as well as on an organisational level; what is the level of partnership professionals have and what are the benefits and

Effective partnership working is built upon a clear understanding of the different roles each person has in supporting the person. Increasing clarity and agreement about roles and responsibilities improves understanding, and leads to mutually supportive relationships. Clear remits, lines of communication and accountability characterise successful approaches to partnership working.

Partnership working is working together effectively with people, professionals, agencies and organisations to enhance the wellbeing of people and support positive and improved outcomes. We have effective communication systems in place that enable us to work in partnership with various agencies. Such as:

In order to accomplish this, APNs must form a partnership with the financial team to ensure that their budget projections and goals are in alignment with the financial department and the strategic plans of the HCOs (Goetz, 2011).

It is important to consult family, friends, carers and parents when planning person centred support. Every day you should work in partnership with those you support, their families, health professionals and your colleagues. You are working with them so that the individual can fulfil their dreams and ambitions, and so that you can assist them with their particular needs. Most family carers have a wealth of knowledge and experience about their family member. They know their likes and dislikes, their personal history and any particular medical needs. They are often more than happy to share what they know with new workers. A major aspect of partnership working is bringing people together in an atmosphere where this is simply the accepted way of

Partners may provide the strategic alliance with resources such as products, distribution channels, manufacturing capability, project funding, capital equipment, knowledge, expertise, or intellectual property. The alliance is cooperation or collaboration which aims for a synergy where each partner hopes that the benefits from the alliance will be greater than those from individual efforts. The alliance often involves technology transfer (access to knowledge and expertise), economic specialization, shared expenses and shared risk.

The construction industry has utilized a concept called “partnering” on large projects with the goal of creating a cooperative environment to minimize conflicts which could result in claims or litigation (GSA 2016). It is hoped to achieve this goal by creating an environment of trust and open communication among the participants. Caltrans is a strong advocate of partnering; requiring the process on all projects over $10 million (Caltrans 2013). They have an admirable field guide and partnering training program. We also have PMI’s Project Management Book of Knowledge providing guidance in developing a project management plan (PMP). The PMP documents much of what is covered in partnering sessions. Yet in reviewing the Caltrans field guide, creating PMPs, reading partnering articles, and participating in partnering sessions myself; the process is missing something.

Partnership Innovation – Partnership innovation is the development of new associations with individuals from the private sector, NGOs, academia, and other government agencies with the intent of collaborating in order to achieve desired outcomes.

Pairing can be based on expertise or working field of both the junior employee and the senior partner. In pairs they can work on projects, work with the same clients and build a professional working relation.

however they cannot do it alone, thus it has become clear that partnering with others who share a