By Jon Glasby

This e-book explores the Care belief suggestion promoted by way of important govt for making improvements to partnership operating among overall healthiness and social care. utilizing case reviews and examples to elevate present concerns on the topic of partnership operating, it explains how Care Trusts are bridging the distance among well-being and social care, and considers how they're providing extra co-ordinated prone and more desirable results. All healthcare and social care pros with accountability for, fascinated with or stricken by the recent partnership operating preparations will locate this publication precious examining.

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Additional info for Care Trusts: Partnership Working in Action

Sample text

Would you get married to someone knowing they had a huge overdraft? Differences in NHS and local government financial management systems had to be overcome; local government financial accountability systems were generally much tighter, making it easier to identify costs and expenditure patterns. However, this also led to cultural differences that were reinforced by the attitudes of local authority councillors and front-line staff. I think there are different cultures between the way health and social services look at financial controls; budgetary control is foremost in the minds of social services and council staff; it isn’t necessarily the case in health services.

Somerset Health Authority and Somerset Social Services, 1999 integration of provision (transfer of employment), preferring to second social care staff to the NHS provider. This suggests that the circumstances in Somerset were unusual. Advocates of the Somerset approach argue that these ‘seconded’ arrangements do not constitute genuine integration and are merely the first step in a process which will lead inevitably to staff transfer in due course. The alternative argument suggests that the key aspect of integration is the creation of single line management arrangements for health and social care staff, and does not need any change of employer.

One of the good things about lead commissioning and the whole business about being joined up is that … it has made us more outward looking and made us change our agenda. And we needed the help of social services to get us past our problems. This was not simply symbolic. Using the flexibilities required the establishment of new governance arrangements and these provided a permanent framework for future partnership working. The biggest area for me is how we make decisions on priorities. With the [Health Act flexibilities] infrastructure, people automatically got together and said ‘These are our priorities’.

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