How to create successful partnerships-a review of the literature (original) (raw)
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This research report summarises the findings of a research project into third sector partnerships for public service delivery. Earlier findings from an evidence review were reported in Working Paper 60. Partnership working in and with the third sector in the context of public service delivery reflects a longer history of the opening up and fragmentation of public services and the increasing complexity that has been associated with the shift to more ‘networked’ governance. The emphasis on partnership was given an extra boost by the policies of New Labour, and looks set to continue to be relevant under the Coalition. The research was based on five case studies of organisations involved in public service delivery in different policy fields including housing, welfare, and employment services, preceded by a period of scoping research with national interviewees. Overall the research aimed to explore three main themes – the forms of partnership working that exist, partnerships, strategic a...
Partnership Working (Third Sector Research Centre Working Paper 88)
2012
This working paper summarises the findings of a research project into third sector partnerships for public service delivery. Earlier findings from an evidence review were reported in Working Paper 60. Partnership working in and with the third sector in the context of public service delivery reflects a longer history of the opening up and fragmentation of public services and the increasing complexity that has been associated with the shift to more ‘networked’ governance. The emphasis on partnership was given an extra boost by the policies of New Labour, and looks set to continue to be relevant under the Coalition. The research was based on five case studies of organisations involved in public service delivery in different policy fields including housing, welfare, and employment services, preceded by a period of scoping research with national interviewees. Overall the research aimed to explore three main themes – the forms of partnership working that exist, partnerships, strategic alliances and mergers within the sector, and innovation and learning from partnership working. The case studies were very diverse, and this paper synthesises the main findings across the cases in four logical sections: meanings of partnership; structures, drivers and barriers; processes and organisational change, and impacts of partnership. Finally, we draw the findings across the cases together in a reflective section on learning before moving on to the main academic and policy messages in a brief conclusion and discussion section.
Executive Summary In recent years, interdepartmental partnerships within the public sector have been heralded as effective instruments for addressing complex social problems. For example, it is claimed that they can motivate staff and facilitate innovative practices that lead to improvements in service delivery. However, though partnerships are widely promoted as a panacea within the sector, there is a paucity of research that has looked at them from a critical perspective or examined how they operate in practice.
Take your partners please: Invited commentary on ... Partnership workIng
Advances in Psychiatric Treatment, 2007
Partnership working with the voluntary sector is developing across mental health services. Such partnerships have the support of the Royal College of Psychiatrists and the Department of Health. Setting up a partnership requires enthusiastic psychiatrists who are willing to work in new ways. These psychiatrists will face issues of personal and clinical responsibility, confidentiality and fairness. They will also have to deal with continuing changes that could unsettle a new and developing collaboration. Early intervention services may use partnerships more than other adult psychiatry services, but partnerships could be established in any specialty. Psychiatrists should make sure that appropriate evaluation is built into any new partnership.
Interdisciplinary Journal of Partnership Studies
Partnership-Based Health Care: Suggestions for Effective Application Teddie M. Potter, PhD, MS, RN Abstract Societal transformation often starts with one visionary and a compelling idea. However, if there are no followers, the idea quickly becomes marginalized. It “takes a village” to build a movement, and the more system layers that can be addressed, the more likely the transformation will take hold. This article describes the framework for creating the necessary changes for partnership-based health care. It also makes suggestions for ensuring successful application of partnership-based systems change. This article is for all readers seeking to apply partnership principles in their own fields of influence. Keywords Cultural Transformation Theory; health care; interprofessional; paradigm; partnership http://z.umn.edu/ijps118 Recommended Citation Potter, T.M. (2014). Partnership-Based Health Care: Suggestions for Effective Application. Interdisciplinary Journal of Partnership Studies, 1(1), article 8. Copyright ©2014 Potter. This is an open-access article distributed under the terms of the Creative Commons Noncommercial Attribution license (CC BY-NC 4.0), which allows for unrestricted noncommercial use, distribution, and adaptation, provided that the original author and source are credited.
Activating Partnership Assets to Produce Synergy in Primary Health Care: A Mixed Methods Study
Healthcare, 2021
Partnerships are an important mechanism to tackle complex problems that extend beyond traditional organizational divides. Partnerships are widely endorsed, but there is a need to strengthen the evidence base relating to claims of their effectiveness. This article presents findings from a mixed methods study conducted with the aim of understanding partnership processes and how various partnership factors contribute to partnership effectiveness. The study involved five multi-stakeholder partnerships in Canada and Australia working towards improving accessibility to primary health care for vulnerable populations. Qualitative data were collected through the observation of 14 partnership meetings and individual semi-structured interviews (n = 16) and informed the adaptation of an existing Partnership Self-Assessment Tool. The instrument was administered to five partnerships (n = 54). The results highlight partnership complexity and the dynamic and contingent nature of partnership process...
Partnership Working in Public Policy Provision: A Framework for Evaluation
Social Policy & Administration, 2002
Partnership working has emerged as a key feature of New Labour's approach to social policy. However, although the theoretical benefits of partnership have been well rehearsed, agencies charged with fostering partnerships lack "evidence" about how best to proceed in bringing about organizational change. This paper describes the development and implementation of a practical approach to capturing the strategies that can be used to establish, strengthen and sustain local partnerships. To this end, it presents a conceptual framework for the evaluation of partnership working and demonstrates the application of the framework to an investigation of partnership working in
Collaboration and partnerships: developing the evidence base
Health and Social Care in the Community, 2001
Despite the growing literature that collaboration is a 'good' thing, there are calls emphasising the need for evidence of its effectiveness. However, the nature of the evidence to assess effectiveness is less clear. This paper examines the components that contribute to the challenges that confront evidence on collaboration. It considers the differing interpretations that have been placed on evaluation and explores how ways of determining the outcomes of collaboration and the levels of outcome measurement to assess collaborative effectiveness are influenced by the multifactorial nature of the concept. Evidence on the impact of collaboration is influenced by the diversity of perspectives and conceptual facets, and difficulty in measurement of the notions involved. Other factors discussed are the choice of macro or micro evaluation, of proximal or distal indicators, of short and long-term effects, or of individual-level or collective community-level outcomes. The suitability of randomised controlled trials for the measurement of collaborative outcomes as well as the requirement of mixed methods evaluations are highlighted. An evaluation of five community partnerships in South Africa is employed as an example to link the evaluation concepts that are discussed to a real enquiry. If collaboration is to be successful in making a difference in the lives of people, then increasing the precision and context of appraising its effectiveness will reduce the nature of inconclusive evidence and is likely to improve the practice of partnerships, coalitions and joint working in health and social care.