Chapter 4 provides useful development frameworks and concepts. The importance of focusing on results is underscored by the context-process-outcomes approach, where front-line services and practitioners are invited to discuss: results, what they want to achieve; the context in which current services are achieving these results; and the process of the structures that need to be developed to achieve these results. The focus shifts from structures to results, especially results that involve users. Then, each step of the approach is examined using definitions of types of outcomes and optimistic, pessimistic and realistic approaches to partnership collaboration. The authors argue that once partners are clear about the results and context, « what to do next » is the most complicated step. Key frameworks are provided to support the design of results-based partnerships that explore integration laws, depth versus scope, modes of governance, leadership approaches and levels of engagement. The book concludes with Chapter 5, which provides a short list of practical recommendations for decision-makers and local organizations and/or front-line services. Chapter 2 examines the evidence for the effectiveness of partnerships. The results are regularly ignored in partnership studies through four different literature reviews and local examples in which processes and structures are at the forefront. The authors argue that descriptions of the ideal situational conditions for partnerships are widely used in the literature, but that the « way to manage » is not studied. Two useful frameworks, which the authors say can oversimplify reality, are provided as partnership assessment tools for practitioners and/or stakeholders. Moreover, in this chapter, Glasby and Dickinson highlight the growing evidence that structural changes are not directly correlated with better outcomes for service users or more functional partnerships. The authors suggest that research focuses on what doesn`t work as evidence of practice.
Chapter 3 presents « hot topics » in partnership work, such as forced partnerships, accountability, accountability, the focus on service users, and the gap between health care and social services. Forced partnerships are proposed as a method to make changes in services by changing people`s behavior through ideas and structural changes. How to establish clear accountability parameters in finances and obligations remains vague and underdeveloped in most partnerships. A balance in governance arrangements is recommended to avoid extremes, either by delegating without trusting a partner or by delegating to the point where one detaches oneself from any responsibility. The question of whether partnerships are « good » for service users is posed using an example that shows that more power for providers and less choice are possible direct outcomes of partnerships. To help partnerships maintain transparency and general best practices, a comprehensive governance assessment tool will be provided. The authors conclude that clinical and social practitioners are not interconnected and that interdisciplinary collaboration is rare due to different political contexts and priorities. Chapter 1 lays the groundwork for the theme « What partnership works and why it matters ». For key terms such as « partnership work » and « integrated care », various definitions are provided, demonstrating the lack of consensus and widespread use. The authors point out that, regardless of the definition used, it is crucial that all key partners share the same understanding and meaning.
In addition, they point out that the term « partnership » refers to three different concepts for the organization of services: markets, hierarchies and networks. These are briefly described, and the next section shows how policy was actually cyclical rather than linear, moving from hierarchy-based health systems to market-based, network-based health systems, and vice versa. The book begins with an informative preface indicating that the second edition is a response to the more recent use of vocabulary such as integration, collaborative work, person-centered education, and partnerships in politics. In addition, the preface puts partnership work and integrated care at the forefront in the real context of consumers and professionals, and examines the political context of the United Kingdom. This book aims to describe the development and implementation of integrated care and to demystify the assumptions of integrated care using examples from policy and research. It was written by Jon Glasby and Helen Dickinson, the editors of the Better Partnership Working series. Five chapters explicitly outline the main features of integrated care, from definitions and its effectiveness to assessment tools. Topics are discussed specifically in the UK context and the term « partnership work » is systematically used as an alternative to integrated care. The book makes a clear contribution to integrated care by dissecting what policymakers intend to do, what practice shows it is (or isn`t), and provides different frameworks for implementing it.
In addition to examples from the literature, boxes and tables are also provided in each chapter. At the end of each chapter, the authors offer brainstorming exercises, additional readings to delve deeper into the topic, and other resources such as websites of associations and professional associations that are referenced in or relevant to the chapter. In total, this book, just under 100 pages long, provides the reader with a foundation on how integrated care has been idealized and implemented. It examines the different topics of integrated care or partnership work, such as structures, policy, context, people, needs and interests. It also shows how the process of integrating care is seen as more important than outcomes. The authors disclose assumptions about health and social services cooperation, the positive effects of integrated care and partnership cooperation, and in particular assumptions that there are consensus definitions for both. .