Underpinning all our work is the requirement and necessity of working in partnership with stakeholders in planning and operating health and social care systems.
Inter-organisational and inter-professional partnerships are notoriously difficult to manage and work within, particularly so perhaps in health and social care given the different trajectories, philosophies and values of the respective professions.
We are able to offer expertise and experience within the company in partnership, collaboration and integration, including leadership of complex Inter-organisational systems and leading innovative change within them.
All of our assignments have involved bringing together partners in order to avoid duplication of effort and to maximise the benefits of synergy both for service providers and patients and service users.
Experience tells us that this is an extremely challenging issue for stakeholders in health and social care and for sure there is no magic bullet to which most practitioners would testify. It takes a lot of time and mutual understanding to build capacity for collaboration and that most elusive of commodities, trust. Difficult as it is, the need for partnership working cannot be ignored if system leadership is to become embedded in situated practice and a practical reality.
We have experience of working in the centre of multi-organisational partnerships, both in terms of convening and facilitating as change agents. We have managed to improve mutual understanding between partners and joint working across diverse organisational, professional and cultural approaches.
We believe that collaboration is best concentrated around key leverage points in the health and social care system to deliver most benefits. In practice this means taking a particular issue recognised as key among partners and focusing effort to generate solutions in order to lever most impact and to build mutual trust and confidence.
