SECOND OPINION
Steph Palmerone of the NHS Partners Network, director of strategic initiatives at Barchester Healthcare, investigates collaborative working that delivers quality services for the public, brings benefi ts for the organisations involved and is effi cient and effective use of public funds.
A
lthough partnership working has been actively encouraged across health and social care services in England it has not always been successful. However, it is possible to develop a new way of working with strong links to the Government’s current push for integration that is achieved through clear connection and clarity of purpose rather than imposed restructuring.
The key is collaboration rather than partnership, yet in both the private and public sectors, true collaboration seems so diffi cult to achieve. For many years independent sector organisations have been delivering services for people with long-term conditions and providing services free at the point of delivery to the NHS. This article guides organisations
through what they need to do to achieve effective collaboration based on Barchester Healthcare’s experience of working with other providers.
It is often stated that an organisation’s culture and capacity to keep evolving and developing is set by the leadership. While this may be obvious, leadership
16 | national health executive Mar/Apr 12
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